Leveraging Networks for Tangible Results
اسلاید 1: 1-1Leveraging Networks for Tangible ResultsDr. Robin TeiglandStockholm School of Economicsrobin.teigland@hhs.sewww.knowledgenetworking.org
اسلاید 2: 2Everyone is talking about networksNational Innovation NetworksFormalNetworksEntrepreneurial NetworksEgo NetworksRegional NetworksInfrastructure NetworksSocial NetworksFAS.researchElectronicNetworksInformalNetworksNetworksof Practice Networkedorganization
اسلاید 3: 3GrowthTimeInformation and knowledgeHuman absorptive capacityCohen & Levinthal 1989A world of rapidly growing knowledge ….
اسلاید 4: 4A world of rapidly growing knowledge ….>One week in 2007A person’s lifetimein 18th century
اسلاید 5: 5A world of rapidly growing knowledge ….50%knowledgerelevant50%knowledgeoutdatedFirst year of technical-based educationThird yearof education
اسلاید 6: 6....that is increasingly connectednew friendsfamilylocalcolleaguesold friendsoldcolleaguescolleaguesat other officesJust a click away…virtualcommunities localnetworksold classmates
اسلاید 7: 7”No one knows everything, everyone knows something, all knowledge resides in humanity.” networks.Lévy 1997
اسلاید 8: 8What is a network?A set of actors connected by tiesTies/LinksKnowledge, trust, team, sit by, dislike, etc.Alliance, customer, investment, etc.TieActors/NodesIndividualsTeams, organizations, etc.Actor
اسلاید 9: 9Liljeros 2006Swedish hip hop artists??Timbuktu
اسلاید 10: 10Individuals within a firmMattsson 2004< 1 yr1-5 yrs5-10 yrs10-15 yrs> 15 yrsTime at firm
اسلاید 11: 11SEBRay-Adams & Sandberg 2000Individuals between business firms Interlocking directorates of Sweden’s 110 largest public firms, 2000??
اسلاید 12: 12Networks of firmsDahlin 2007NocomEricssonTeliaNokiaTietoEnator
اسلاید 13: 13Groups of organizations (Sectors)Teigland et al. 2004Social interaction in Uppsala Biotech ClusterGovernmentInter-sectororganizations AcademiaBiotech firmsServicefirmsFinancial Institutions
اسلاید 14: 14Uncovering networks in an organization Formal organizationInformal organizationTeigland et al. 2005
اسلاید 15: 15Central connectors within one locationBottleneck Teigland 1998Surprise!!Stockholm
اسلاید 16: 16StockholmLondonBrusselsHelsinkiMadridCopenhagenBoundary spanners between locationsTransferred from StockholmTeigland 1998San Francisco
اسلاید 17: 17Trust & reciprocity are essential for knowledge exchange in networks
اسلاید 18: 18San FranciscoStockholmLondonBrusselsHelsinkiMadridCopenhagenPeripheral players between organizationsTeigland 1998OtherfirmsElectroniccommunities
اسلاید 19: 19Dual loyaltiesLoyaltyLoyaltyOrganizationProfessionalnetwork
اسلاید 20: 20Increasing job turnoverTimeNumber of jobs in lifetimeEstimated time at one organization in Silicon Valley:~18 months
اسلاید 21: 21What about performance?Firm AHighcreativeLow on-timeHighon-timeLow creative Teigland 2003HighcreativeVirtualcommunityFirm B
اسلاید 22: 22The strength of weak tiesNetwork A’sknowledge Network D’sknowledge Network B’sknowledge Network C’sknowledge Granovetter 1973
اسلاید 23: 23Two divisions within Sundlink (Öresund Bridge)Section 1Section 2Improved efficiency over timeStagnant performance over timeSchenkel & Teigland 2007
اسلاید 24: 24Comparing across firmsTeigland et al 2000
اسلاید 25: 25Networking activities recognized and rewarded at individual and unit levelsManagement support for informal and formal networking activities across internal and external boundariesExtensive socialization: personnel rotation, cross-office teamsA visionary organization Clearly defined mission: ”To make technical contributions for the advancement and welfare of humanity”Supporting core values, e.g., teamworkCompany-wide goal of World’s Best Laboratory Hewlett-Packard (1990s)
اسلاید 26: 26Other network outcomes?Individual levelImproved effectivenessImproved job opportunitiesHigher salariesFaster promotionsIncreased influence & powerImproved healthOrganizational levelOrganizational learningImproved innovationIncreased salesDecreased employee turnoverPainting by Idahlia Stanley
اسلاید 27: 27Myths about networksI already know what is going on in my network We can’t do much to help informal networksTo build networks, you have to communicate moreAdapted from Cross et al. 2002
اسلاید 28: 28More social get-togethers and coffee breaks are not the solution
اسلاید 29: 29“Managing” networks in your organization BeforeAfterAnklam & Welch 20051. Uncover networks2. Analyze networks3. Improve connectedness
اسلاید 30: 30…..you “hire” his or her network.When you hire someone,…
اسلاید 31: 31Encourage an open innovation attitudeNot all the smart people work for us. We need to work with smart people inside and outside the company.The smart people in our field work for us.If you create the most and the best ideas in the industry, you will win.If you make the best use of internal and external ideas, you will win.Closed attitudeOpen attitudeChesborough 2003
اسلاید 32: 32So, what does this mean for you?An actor’s position in a social network, i.e., social capital, determines in part the actor’s opportunities and constraintsCasper & Murray 2002German biotech scientists
اسلاید 33: 33What can you do?Where do you sit?With whom do you eat lunch?With whom do you socialize?To which communities, networks do you belong?Think strategically…How are decisions made in your organization?What information flows would you like to be in? What resources will you need in the future?
اسلاید 34: 34Develop participation in a variety of networks Strong tiesWeak tiesOutside organizationInside organizationSOCNET
اسلاید 35: 35Start your own networkSwedish International Business School Alumni Network (SIBSAN)Stanford GSB Alumni Club Nobel Laureates Government MinistersStanford
اسلاید 36: 36But…….“Lika barn leka bäst”People find similar people attractive and develop relations with people like themselves Our networks tend to be homogeneous and not heterogeneousMarsden 1987, Burt 1990
اسلاید 37: 37Go meet someone different
اسلاید 38: 38Make yourself easy to find - Create a live CVBlog blogger, livejournal, typepad, wordpress, etc.Social softwareLinkedInShortcutecademyMediaSlideshare.netFlickr.comYouTube.com
اسلاید 39: 39Myths and reality checksI already know what is going on in my network Those who think they know their network the best are usually the ones who know the leastWe can’t do much to help informal networksInformal networks can be “managed” through changing the organizational contextTo build networks, you have to communicate moreNetworks can be strategically developedAdapted from Cross et al. 2002
اسلاید 40: 40tschaut’s photosContributionReciprocityAccumulationValueThe positive spiral of social networks
اسلاید 41: 41References and acknowledgementsBooksBarabási, Linked: The New Science of Networks. Perseus, 2002Castells, The Rise of the Network Society. Blackwell, 2000Cross & Parker, The Hidden Power of Social Networks. Harvard Business School, 2004Gladwell, The Tipping Point. Abacus, 2001Scott, Social Network Analysis. Sage, 2000Teigland, Knowledge Networking, SSE, 2003Teten & Allen, The Virtual Handshake. Creative Commons, 2007Homepages Stephen Bird, people.bu.edu/sbirdSteve Borgatti, www.socialnetworkanalysis.comRob Cross, www.robcross.orgInternational Network for Social Network Analysis http://www.insna.org/David Krackhardt, www.andrew.cmu.edu/user/krack/index.shtmlValdis Krebs, www.orgnet.comFredrik Liljeros, www.sociology.su.se/home/Liljeros/index.htmlJames Moody, www.soc.duke.edu/~jmoody77/presentations/index.htm Giancarlo Oriani, www.informalorg.eu (In Italian)Barry Wellman, www.chass.utoronto.ca/~wellman/
اسلاید 42: 42Go network!Thanks!!!
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