The contribution of network research to managerial culture and practice

Chauvet, Vincent; Chollet, Barthélemy; Soda, Giuseppe; Huault, Isabelle

doi:10.1016/j.emj.2011.06.005

Cited by 25 publications

(34 citation statements)

References 110 publications

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“…A c c e p t e d M a n u s c r i p t 7 Management research on work teams suggests that team leaders play a critical role in project performance (Chauvet et al 2011;Cohen and Bailey 1997;Devine et al 1999;Hackman 2002) and, further, that a team leader's social capital is important (Balkundi and Harrison 2006;Oh et al 2004).…”

Section: Team Leader Experience and Social Capitalmentioning

confidence: 98%

Team leader experience in improvement teams: A social networks perspective

Easton

Rosenzweig

2015

J of Ops Management

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In this research, we disentangle the relationship between several key aspects of a team leader's experience and the likelihood of improvement project success. Using the lens of socio-technical systems, we argue that the effect of team leader experience derives from the social system as well as the technical system. The aspects of team leader experience we examine include team leader social capital (a part of the social system) and team leader experience leading projects of the same type (a part of the technical system).We examine four different, yet related, dimensions of a team leader's social capital, which we motivate based on the social networks literature. One dimension, team leader familiarity, suggests that social capital is created when team leaders have experience working with current team members on prior improvement projects, and that such social capital increases the likelihood of improvement project success. We develop three additional dimensions, using social network analysis (SNA), to capture the idea that the improvement team leader's social capital extends beyond the current team to include everyone the leader has previously worked with on improvement projects. Contrasting our SNA-based dimensions with team leader familiarity enables us to better understand the impact of a team leader's social capital both inside and beyond the team. We also examine the effect of a team leader's experience leading prior projects of the same type, and consider the extent to which organizational experience may moderate the impact of both team leader social capital and same-type project experience.Based on analysis of archival data of six sigma projects spanning six years from a Fortune 500 consumer products manufacturer, we find that two of our SNA-based dimensions of team leader social capital, as well as experience leading projects of the same type, increase the likelihood of project success.In addition, we show that organizational experience moderates the relationship between team leader same-type project experience and project success. However, this is not the case for the relationship between the dimensions of team leader social capital and project success. These results provide insights Page 3 of 55 A c c e p t e d M a n u s c r i p t 3 regarding how dimensions of team leader experience and organizational experience collectively impact the operational performance of improvement teams.

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Section: Team Leader Experience and Social Capitalmentioning

confidence: 98%

Team leader experience in improvement teams: A social networks perspective

Easton

Rosenzweig

2015

J of Ops Management

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“…Those managing organizations can maximize their network and employee performance by understanding the informal network. They can gain insight on advice, trust, and communication, in addition to identifying the influential players, gaps in the information flow, and inefficient use of resources [13,17]. This information can then be used to develop appropriate interventions [16].…”

Section: Introductionmentioning

confidence: 99%

Using Social Networking to Understand Social Networks: Analysis of a Mobile Phone Closed User Group Used by a Ghanaian Health Team

Kaonga¹,

Labrique²,

Mechael³

et al. 2013

J Med Internet Res

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BackgroundThe network structure of an organization influences how well or poorly an organization communicates and manages its resources. In the Millennium Villages Project site in Bonsaaso, Ghana, a mobile phone closed user group has been introduced for use by the Bonsaaso Millennium Villages Project Health Team and other key individuals. No assessment on the benefits or barriers of the use of the closed user group had been carried out.ObjectiveThe purpose of this research was to make the case for the use of social network analysis methods to be applied in health systems research—specifically related to mobile health.MethodsThis study used mobile phone voice records of, conducted interviews with, and reviewed call journals kept by a mobile phone closed user group consisting of the Bonsaaso Millennium Villages Project Health Team. Social network analysis methodology complemented by a qualitative component was used. Monthly voice data of the closed user group from Airtel Bharti Ghana were analyzed using UCINET and visual depictions of the network were created using NetDraw. Interviews and call journals kept by informants were analyzed using NVivo.ResultsThe methodology was successful in helping identify effective organizational structure. Members of the Health Management Team were the more central players in the network, rather than the Community Health Nurses (who might have been expected to be central).ConclusionsSocial network analysis methodology can be used to determine the most productive structure for an organization or team, identify gaps in communication, identify key actors with greatest influence, and more. In conclusion, this methodology can be a useful analytical tool, especially in the context of mobile health, health services, and operational and managerial research.

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“…A social network approach can inform management of the network and suggest ways in which to optimise its function 23. Moreover, attention to the role of key players in such networks may identify opportunities and barriers to improved network function and enable targeted interventions 18…”

Section: Introductionmentioning

confidence: 99%

“…48 It is now recognised that a combination of strong and weak ties are needed to maximise productivity,23 with a number of studies showing varying combinations of the two across a range of contexts (eg, see Jippes et al 49and Ahuja50). …”

Section: Introductionmentioning

confidence: 99%

Network structure and the role of key players in a translational cancer research network: a study protocol

2012

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IntroductionTranslational research networks are a deliberate strategy to bridge the gulf between biomedical research and clinical practice through interdisciplinary collaboration, supportive funding and infrastructure. The social network approach examines how the structure of the network and players who hold important positions within it constrain or enable function. This information can be used to guide network management and optimise its operations. The aim of this study was to describe the structure of a translational cancer research network (TCRN) in Australia over its first year, identify the key players within the network and explore these players' opportunities and constraints in maximising important network collaborations.Methods and analysisThis study deploys a mixed-method longitudinal design using social network analysis augmented by interviews and review of TCRN documents. The study will use network documents and interviews with governing body members to explore the broader context into which the network is embedded as well as the perceptions and expectations of members. Of particular interest are the attitudes and perceptions of clinicians compared with those of researchers. A co-authorship network will be constructed of TCRN members using journal and citation databases to assess the success of past pre-network collaborations. Two whole network social network surveys will be administered 12 months apart and parameters such as density, clustering, centrality and betweenness centrality computed and compared using UCINET and Netdraw. Key players will be identified and interviewed to understand the specific activities, barriers and enablers they face in that role.Ethics and disseminationEthics approvals were obtained from the University of New South Wales, South Eastern Sydney Northern Sector Local Health Network and Calvary Health Care Sydney. Results will be discussed with members of the TCRN, submitted to relevant journals and presented as oral presentations to clinicians, researchers and policymakers.

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The contribution of network research to managerial culture and practice

Cited by 25 publications

References 110 publications

Team leader experience in improvement teams: A social networks perspective

Team leader experience in improvement teams: A social networks perspective

Using Social Networking to Understand Social Networks: Analysis of a Mobile Phone Closed User Group Used by a Ghanaian Health Team

Network structure and the role of key players in a translational cancer research network: a study protocol

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