Wilfred Dolfsma

If employees have access to additional relevant knowledge and information, they can be more innovative, which is a reason for many firms to ally. Key in an alliance is the sharing of existing and creating of new knowledge, but transferring knowledge inside an alliance is not obvious or easy. Knowledge exchanged within an alliance must be perceived as relevant in order for it to be used. If individuals in an alliance can readily perceive knowledge to be relevant, the right knowledge is transferred and is transferred in an efficient manner. Building on stickiness of knowledge and knowledge relevance theory, we examine the relationship between an individual's job experience as well as intrinsic motivation on the one hand, on their perception of the relevance of others' knowledge on the other hand. These relationships are positively moderated by an individual's favourable position and connection strength in the network of individuals engaged in the alliance, respectively. We find a weak but insignificant negative relationship between job experience and perceived knowledge relevance. Being well‐positioned in a network brings out the positive effect of job experience, as expected, whereas connection strength does not further enhance the positive effect of intrinsic motivation.