1-1 Leveraging Networks for Leveraging Networks for Tangible Results Tangible Results Dr. Robin Teigland Dr. Robin Teigland Stockholm School of Economics Stockholm School of Economics [email protected][email protected]www.knowledgenetworking.org www.knowledgenetworking.org
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1-1
Leveraging Networks for Leveraging Networks for Tangible ResultsTangible Results
Dr. Robin TeiglandDr. Robin TeiglandStockholm School of EconomicsStockholm School of Economics
Networking activities Networking activities recognized and rewardedrecognized and rewarded at at individual and unit levelsindividual and unit levels
Management support for Management support for informal and formalinformal and formal networking activitiesnetworking activities across internal and external across internal and external boundariesboundaries
A A visionaryvisionary organization organization −Clearly defined mission:Clearly defined mission: ”To make technical contributions for the ”To make technical contributions for the
advancement and welfare of humanity”advancement and welfare of humanity”−Supporting core values,Supporting core values, e.g., teamwork e.g., teamwork−Company-wide goalCompany-wide goal of World’s Best Laboratory of World’s Best Laboratory
What can you do?What can you do? Where do you sit?Where do you sit? With whom do you eat lunch?With whom do you eat lunch? With whom do you socialize?With whom do you socialize? To which communities, networks do you belong?To which communities, networks do you belong?
Think strategically…Think strategically… How are decisions made in your organization?How are decisions made in your organization? What information flows would you like to be in? What information flows would you like to be in? What resources will you need in the future?What resources will you need in the future?
Myths and reality checksMyths and reality checks I already know what is going on in my network I already know what is going on in my network
Those who think they know their network the Those who think they know their network the best are usually the ones who know the leastbest are usually the ones who know the least
We can’t do much to help informal networksWe can’t do much to help informal networks Informal networks can be “managed” through Informal networks can be “managed” through
changing the organizational contextchanging the organizational context
To build networks, you have to communicate To build networks, you have to communicate moremore
Networks can be strategically developedNetworks can be strategically developedAdapted from Cross et al. 2002
References and acknowledgementsReferences and acknowledgements Books
− Barabási, Linked: The New Science of Networks. Perseus, 2002− Castells, The Rise of the Network Society. Blackwell, 2000− Cross & Parker, The Hidden Power of Social Networks. Harvard Business
School, 2004− Gladwell, The Tipping Point. Abacus, 2001− Scott, Social Network Analysis. Sage, 2000− Teigland, Knowledge Networking, SSE, 2003− Teten & Allen, The Virtual Handshake. Creative Commons, 2007
Homepages − Stephen Bird, people.bu.edu/sbird− Steve Borgatti, www.socialnetworkanalysis.com− Rob Cross, www.robcross.org− International Network for Social Network Analysis http://www.insna.org/− David Krackhardt, www.andrew.cmu.edu/user/krack/index.shtml− Valdis Krebs, www.orgnet.com− Fredrik Liljeros, www.sociology.su.se/home/Liljeros/index.html− James Moody, www.soc.duke.edu/~jmoody77/presentations/index.htm − Giancarlo Oriani, www.informalorg.eu (In Italian)− Barry Wellman, www.chass.utoronto.ca/~wellman/