Largest ever organizational network analysis shows how social...
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Saved by 7 people (0 private), first by anonymouse user on 2009-04-14
- Membrado on 2009-05-08 - Tags socialnetwork , business , analysis , casestudy
- Doturcq on 2009-05-07 - Tags no_tag
- Shanta on 2009-04-19 - Tags social_networks , ross_dawson , workplace_learning
- Sbmalley on 2009-04-18 - Tags socialnetworks , socialmedia , research , community
- Mbauwens on 2009-04-16 - Tags Entreprise2.0 , Social-Network-Sites , Social-Network-Analysis , P2P
Public Sticky notes
Highlighted by hrheingold
For years now I have been trying to get the message out to senior executives that effective social networks are critical to business performance. By now that is well understood, in part supported by the large body research and academic literature on how social networks in and across organizations drive results and performance.
Now researchers from IBM Research and MIT have undertaken the largest study of its kind ever. BusinessWeek writes that Researchers at IBM and MIT have found that certain e-mail connections and patterns at work correlate with higher revenue production.
Highlighted by hrheingold
In summary, there were four key results:
1. Structural diversity and centrality of social networks are positively correlated with performance for both individual consultant and project teams.
2. Strong ties to powerful individuals, such as access to executives, is positively correlated with work performance, however having many weak ties to management is negatively correlated with work performance.
3. A team with strong ties to the management can be beneficial for work performance, having many managers working on the same project exhibits an inverted U-shape relationship with performance.
4. Participating in projects with the appropriate social capital can boost consultants‘ work performance in addition to their own social capital.
Highlighted by hrheingold
Public Comment