Ce diaporama a bien été signalé.
Nous utilisons votre profil LinkedIn et vos données d’activité pour vous proposer des publicités personnalisées et pertinentes. Vous pouvez changer vos préférences de publicités à tout moment.

Leveraging Social Networks for Results

67 200 vues

Publié le

This presentation gives an overview of social networks from an organizational and business perspective.

Publié dans : Business, Formation
  • Identifiez-vous pour voir les commentaires

Leveraging Social Networks for Results

  1. Leveraging Networks for Tangible Results Dr. Robin Teigland Stockholm School of Economics [email_address] www.knowledgenetworking.org
  2. Everyone is talking about networks National Innovation Networks Formal Networks Entrepreneurial Networks Ego Networks Regional Networks Infrastructure Networks Social Networks FAS.research Electronic Networks Informal Networks Networks of Practice Networked organization
  3. A world of rapidly growing knowledge …. Growth Time Information and knowledge Human absorptive capacity Cohen & Levinthal 1989
  4. A world of rapidly growing knowledge …. > One week in 2007 A person’s lifetime in 18th century
  5. A world of rapidly growing knowledge …. 50% knowledge relevant 50% knowledge outdated First year of technical-based education Third year of education
  6. ....that is increasingly connected new friends family local colleagues old friends old colleagues colleagues at other offices Just a click away… virtual communities local networks old classmates
  7. <ul><li>” No one knows everything, </li></ul><ul><li>everyone knows something, </li></ul><ul><li>all knowledge resides in humanity.” </li></ul>networks. Lévy 1997
  8. What is a network? A set of actors connected by ties <ul><li>Ties/Links </li></ul><ul><ul><li>Knowledge, trust, team, sit by, dislike, etc. </li></ul></ul><ul><ul><li>Alliance, customer, investment, etc. </li></ul></ul>Tie <ul><li>Actors/Nodes </li></ul><ul><ul><li>Individuals </li></ul></ul><ul><ul><li>Teams, organizations, etc. </li></ul></ul>Actor
  9. Swedish hip hop artists Liljeros 2006 ?? Timbuktu
  10. Individuals within a firm Mattsson 2004 < 1 yr 1-5 yrs 5-10 yrs 10-15 yrs > 15 yrs Time at firm
  11. Individuals between business firms SEB Ray-Adams & Sandberg 2000 Interlocking directorates of Sweden’s 110 largest public firms, 2000 ??
  12. Networks of firms Dahlin 2007 Nocom Ericsson Telia Nokia TietoEnator
  13. Groups of organizations (Sectors) Teigland et al. 2004 Social interaction in Uppsala Biotech Cluster Government Inter-sector organizations Academia Biotech firms Servicefirms Financial Institutions
  14. Uncovering networks in an organization Teigland et al. 2005 Formal organization Informal organization
  15. Central connectors within one location Bottleneck  Teigland 1998 Surprise!! Stockholm
  16. Boundary spanners between locations Stockholm London Brussels Helsinki Madrid Copenhagen Transferred from Stockholm Teigland 1998 San Francisco
  17. Trust & reciprocity are essential for knowledge exchange in networks
  18. Peripheral players between organizations San Francisco Stockholm London Brussels Helsinki Madrid Copenhagen Teigland 1998 Other firms Electronic communities
  19. Dual loyalties Loyalty Loyalty Organization Professional network
  20. Increasing job turnover Time Number of jobs in lifetime Estimated time at one organization in Silicon Valley: ~18 months
  21. What about performance? Firm A High creative Low on-time High on-time Low creative Teigland 2003 High creative Virtual community Firm B
  22. The strength of weak ties Network A’s knowledge Network D’s knowledge Network B’s knowledge Network C’s knowledge Granovetter 1973
  23. Two divisions within Sundlink (Öresund Bridge) Section 1 Section 2 Improved efficiency over time Stagnant performance over time Schenkel & Teigland 2007
  24. Comparing across firms Teigland et al 2000
  25. Hewlett-Packard (1990s) <ul><li>Networking activities recognized and rewarded at individual and unit levels </li></ul><ul><li>Management support for informal and formal networking activities across internal and external boundaries </li></ul><ul><li>Extensive socialization : personnel rotation, cross-office teams </li></ul><ul><li>A visionary organization </li></ul><ul><ul><li>Clearly defined mission: ”To make technical contributions for the advancement and welfare of humanity” </li></ul></ul><ul><ul><li>Supporting core values, e.g., teamwork </li></ul></ul><ul><ul><li>Company-wide goal of World’s Best Laboratory </li></ul></ul>
  26. Other network outcomes? <ul><li>Individual level </li></ul><ul><ul><li>Improved effectiveness </li></ul></ul><ul><ul><li>Improved job opportunities </li></ul></ul><ul><ul><li>Higher salaries </li></ul></ul><ul><ul><li>Faster promotions </li></ul></ul><ul><ul><li>Increased influence & power </li></ul></ul><ul><ul><li>Improved health </li></ul></ul><ul><li>Organizational level </li></ul><ul><ul><li>Organizational learning </li></ul></ul><ul><ul><li>Improved innovation </li></ul></ul><ul><ul><li>Increased sales </li></ul></ul><ul><ul><li>Decreased employee turnover </li></ul></ul>Painting by Idahlia Stanley
  27. Myths about networks <ul><li>I already know what is going on in my network </li></ul><ul><li>We can’t do much to help informal networks </li></ul><ul><li>To build networks, you have to communicate more </li></ul><ul><ul><li>Adapted from Cross et al. 2002 </li></ul></ul>
  28. More social get-togethers and coffee breaks are not the solution
  29. “Managing” networks in your organization Before After Anklam & Welch 2005 1. Uncover networks 2. Analyze networks 3. Improve connectedness
  30. When you hire someone,… … ..you “hire” his or her network.
  31. Encourage an open innovation attitude Not 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 attitude Open attitude Chesborough 2003
  32. So, what does this mean for you? <ul><li>An actor’s position in a social network, i.e., social capital, determines in part the actor’s opportunities and constraints </li></ul>Casper & Murray 2002 German biotech scientists
  33. What can you do? <ul><li>Where do you sit? </li></ul><ul><li>With whom do you eat lunch? </li></ul><ul><li>With whom do you socialize? </li></ul><ul><li>To which communities, networks do you belong? </li></ul><ul><li>Think strategically… </li></ul><ul><li>How are decisions made in your organization? </li></ul><ul><li>What information flows would you like to be in? </li></ul><ul><li>What resources will you need in the future? </li></ul>
  34. Develop participation in a variety of networks Strong ties Weak ties Outside organization Inside organization SOCNET
  35. Start your own network Swedish International Business School Alumni Network (SIBSAN) Stanford GSB Alumni Club Nobel Laureates Government Ministers Stanford
  36. But……. <ul><li>“ Lika barn leka bäst” </li></ul><ul><ul><li>People find similar people attractive and develop relations with people like themselves </li></ul></ul><ul><li>Our networks tend to be homogeneous </li></ul><ul><li>and not heterogeneous </li></ul><ul><ul><li>Marsden 1987, Burt 1990 </li></ul></ul>
  37. Go meet someone different
  38. Make yourself easy to find - Create a live CV <ul><li>Blog </li></ul><ul><ul><li>blogger, livejournal, typepad, wordpress, etc. </li></ul></ul><ul><li>Social software </li></ul><ul><ul><li>LinkedIn </li></ul></ul><ul><ul><li>Shortcut </li></ul></ul><ul><ul><li>ecademy </li></ul></ul><ul><li>Media </li></ul><ul><ul><li>Slideshare.net </li></ul></ul><ul><ul><li>Flickr.com </li></ul></ul><ul><ul><li>YouTube.com </li></ul></ul>
  39. Myths and reality checks <ul><li>I already know what is going on in my network </li></ul><ul><ul><ul><li>Those who think they know their network the best are usually the ones who know the least </li></ul></ul></ul><ul><li>We can’t do much to help informal networks </li></ul><ul><ul><ul><li>Informal networks can be “managed” through changing the organizational context </li></ul></ul></ul><ul><li>To build networks, you have to communicate more </li></ul><ul><ul><ul><li>Networks can be strategically developed </li></ul></ul></ul><ul><ul><li>Adapted from Cross et al. 2002 </li></ul></ul>
  40. The positive spiral of social networks tschaut’s photos Contribution Reciprocity Accumulation Value
  41. References and acknowledgements <ul><li>Books </li></ul><ul><ul><li>Barabási, Linked: The New Science of Networks . Perseus, 2002 </li></ul></ul><ul><ul><li>Castells, The Rise of the Network Society . Blackwell, 2000 </li></ul></ul><ul><ul><li>Cross & Parker, The Hidden Power of Social Networks . Harvard Business School, 2004 </li></ul></ul><ul><ul><li>Gladwell, The Tipping Point . Abacus, 2001 </li></ul></ul><ul><ul><li>Scott, Social Network Analysis . Sage, 2000 </li></ul></ul><ul><ul><li>Teigland, Knowledge Networking , SSE, 2003 </li></ul></ul><ul><ul><li>Teten & Allen, The Virtual Handshake . Creative Commons, 2007 </li></ul></ul><ul><li>Homepages </li></ul><ul><ul><li>Stephen Bird, people.bu.edu/sbird </li></ul></ul><ul><ul><li>Steve Borgatti, www.socialnetworkanalysis.com </li></ul></ul><ul><ul><li>Rob Cross, www.robcross.org </li></ul></ul><ul><ul><li>International Network for Social Network Analysis http://www.insna.org/ </li></ul></ul><ul><ul><li>David Krackhardt, www.andrew.cmu.edu/user/krack/index.shtml </li></ul></ul><ul><ul><li>Valdis Krebs, www.orgnet.com </li></ul></ul><ul><ul><li>Fredrik Liljeros, www.sociology.su.se/home/Liljeros/index.html </li></ul></ul><ul><ul><li>James Moody, www.soc.duke.edu/~jmoody77/presentations/index.htm </li></ul></ul><ul><ul><li>Giancarlo Oriani, www.informalorg.eu (In Italian) </li></ul></ul><ul><ul><li>Barry Wellman, www.chass.utoronto.ca/~wellman/ </li></ul></ul>
  42. Go network! Thanks!!!