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In today s information age, the transfer and sharing of knowledge among employees is critical to organizational learning and enhanced organizational performance. Research on organizational learning has mostly addressed the use of technology to facilitate access to knowledge, and not the relationships which may naturally facilitate such access. When relationships are considered, the hierarchical mentor-mentee relationship receives attention. This case study examines the relationship identified as the peer relationship and how it contributes to organizational learning, through the articulation and sharing of knowledge defined as tacit knowledge. This study provides a point of entry for human resource development practitioners, organizational development and training professionals, and other decision makers to consider the value of these relationships, and the role they play in the creation, integration, transfer, use and protection of knowledge in general and tacit knowledge, in particular.
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