The term "network interventions" describes the process of using social network data to accelerate behavior change or improve organizational performance. In this Review, four strategies for network interventions are described, each of which has multiple tactical alternatives. Many of these tactics can incorporate different mathematical algorithms. Consequently, researchers have many intervention choices at their disposal. Selecting the appropriate network intervention depends on the availability and character of network data, perceived characteristics of the behavior, its existing prevalence, and the social context of the program.

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We study how opinion leadership and social contagion within social networks affect the adoption of a new product. In contrast to earlier studies, we find evidence of contagion operating over network ties, even after controlling for marketing effort and arbitrary systemwide changes. More importantly, we also find that the amount of contagion is moderated by both the recipients' perception of their opinion leadership and the sources' volume of product usage. The other key finding is that sociometric and self-reported measures of leadership are weakly correlated and associated with different kinds of adoption-related behaviors, which suggests that they probably capture different constructs. We discuss the implications of these novel findings for diffusion theory and research and for marketing practice.diffusion of innovations, opinion leadership, social contagion, social networks

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