Social Network Analysis

Webster, Cynthia; Ruskin, Jennifer

doi:10.4337/9781781001059.00016

Cited by 3 publications

(2 citation statements)

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“…OM continues to focus on work and work flows, but that attention has evolved away from looking only at individuals to a wider focus on work within groups, then between-groups within organizations, and culminating with considerations of how organizations interact. This widening perspective can be traced through the literature, moving beyond Taylor and the Gilbreths, to consider groups with the genre of “Organization and Methods” studies (Dovey, 1953; Unattributed, 1970; Addison, 1971; Webster, 1973) that was then displaced by the similarly focused Business Process Reengineering movement (Hammer, 1990; Davenport and Short, 1990; Hammer and Champy, 1993). The movement within OM to increasingly integrate operations then extended to considering whole supply chains and networks.…”

Section: Operations Research and Existential Threatsmentioning

confidence: 99%

Deconstructing the reinvention of operations management

Wilson¹

2018

JMH

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Purpose The purpose is to provide an intellectual history of Operations Management, particularly noting recent developments and its underlying continuity with earlier systems and thinking. Operations Management as a discipline identifies its “modern” incarnation as dating from the 1960s when it became more rigorous and managerially focused. This re-invention constructed a “narrative” that the profession still follows, yet a critical perspective reveals significant, though under-appreciated continuity with earlier theory and practice. Design/methodology/approach This paper presents a comprehensive literature review and comparative analysis of historic developments in management and academia. Findings In the early 1900s, F. W. Taylor’s Shop Management established Operation Management, but its main component, Scientific Management, had stagnated by the 1950s. At that point, the rise of Management Science both reinvigorated Operations Management and threatened it with a competing new discipline. To compete Operations Management then modernized by redefining itself, reasserting its interest in several areas and co-opting Operational Research tools for those. It also contracted, withdrawing from areas considered vocational, or more suited to Industrial Engineering. Research limitations/implications This historical overview shows the critical importance of drawing research agenda from practical managerial concerns. Practical implications Practitioners benefit from the intellectual rigor that academics provide and a historical perspective shows that the relationship has been mutually beneficial. Social implications The disciplines of Operations Management, Operations Research and Industrial Engineering are complementary and competitive in addressing many problems that transcend their boundaries, and use common ideas and techniques. The demands of “academic rigor” have had a deleterious effect on the practical managerial relevance of these disciplines. Originality/value A long-term, cross-disciplinary perspective provides a unique understanding of the research interests and practical orientations of these disciplines.

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Section: Operations Research and Existential Threatsmentioning

confidence: 99%

Deconstructing the reinvention of operations management

Wilson¹

2018

JMH

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“…Networks are fundamental to social entrepreneurship. Access to knowledge and resources, opportunities for collaboration, issues of trust, power and choice can be decisive factors in success for many social ventures (Webster and Ruskin, 2012). The incubation process of a business improved when such a novel venture is accompanied by an intensive use of social links.…”

Section: Networkingmentioning

confidence: 99%

Virtual Ecosystems in Social Business Incubation

Ariza-Montes

Muñiz

2013

Journal of Electronic Commerce in Organizations

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The complexity of today global context hinders the emergence of innovative endeavors; this inner enhancement of capabilities springs out from worldwide entrepreneurs that reveal procuring the best environmental conditions and technologies to nourish new ingenious ventures whether of social or any capitalist profile. Social entrepreneurs noticeably understand that making an intensive use of new technologies engenders innovation and scales impact effects in society; that is why ICTs, and especially the web 2.0, have constituted catalysts to accelerate collaborations for social change: social innovation labs, social e-enterprise incubators, social innovation centers, social innovation park, etc. This article reviews the main experiences of social entrepreneurial empowerments, pinpointing those pioneering projects that exploit new technologies to provide services and get access, with no boundaries, to a significant number of communities. It is structured as follows: it starts analyzing the emergence and development of social enterprise, its encouragement and empowerment. Later, there are examined some key initiatives for social entrepreneurs, more in particular those offered virtually (e-empowerment). It is concluded with a brief summary of final thoughts.

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Social entrepreneur management of personal network linkages: Does the use of social media increase resources?

Bernardino

Santos

Silva

2023

RGE

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Research on social entrepreneurship highlights how important resources are since a lack of them may undermine a social organization's activity and mission. To maintain or increase the amount of resources available, the social entrepreneur needs to manage his/her personal network linkages via social media to connect with current stakeholders and seek new ones. This research uses primary data collected from a survey of social organizations to see whether the social entrepreneur’s network reliance on social media increases the amount of resources available for the social organization. The primary data was collected between January and March 2020. The results obtained from 313 social organizations in Portugal show that the social entrepreneur’s network linkages have a direct and an indirect effect. Directly, managing the social entrepreneur’s linkages with stakeholders seems to attract resources for the social organization. The indirect effects occur via social media usage, firstly, by seeking and establishing relationships with new stakeholders, and secondly, by managing the personal linkages with the current network of stakeholders.

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Social Network Analysis

Cited by 3 publications

References 0 publications

Deconstructing the reinvention of operations management

Deconstructing the reinvention of operations management

Virtual Ecosystems in Social Business Incubation

Social entrepreneur management of personal network linkages: Does the use of social media increase resources?

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