Abstract:

The organizational structure of a company (comprising both all networks / relationships, formal rules and regulations, and those informal ones) may be a contributing factor for the positive and innovative climate within it. This topic has become of great interest in the theory of business administration, especially over the past two decades, as the KM (Knowledge Management) was imposed to the attention of decision-makers in companies; obviously, to lead effectively certain "knowledge networks" requires a more complete vision of the informal relations / networks that occur in the life of a business organization. Therefore, this paper aims to investigate the impact of informal networks on organizations; this is because he is strongly mediated by the relationship between its interest and the common goal shared by the  network members. If they are consistent, informal networks have a positive impact on organizations. Consequently, we conclude that the strategic directions covered / proposed by top management, together with its formal and informal structure is considered over time in a kind of framework or "matrix" that can facilitate more or less the performance of companies.