You can’t teach understanding, you construct it: Applying social network analysis to organizational learning

Kutzschenbach, Michael von; Brønn, Carl

doi:10.1016/j.sbspro.2010.07.485

Cited by 12 publications

(5 citation statements)

References 13 publications

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“…Existing papers pay much attention to RE [12]. Drawing on Social Network eory [54][55][56][57], this study explains and verifies the mediating mechanism of OLC on the relationship between RE and the IPFLS and explores how RE promotes the IPFLS by improving OLC (see Figure 2). Based on Social Network eory and Organizational Learning eory [19], this research analyzes the relationships among three variables (RE, OLC, and IPFLS) and presents four research hypotheses.…”

Section: Theoretical Model and Hypothesesmentioning

confidence: 93%

“…e connection between firms and external partners brings relationship rent and competitive advantages to firms [56]. e embedded features of firms in the logistics network not only affect the acquisition and use of resources but also affect their behavior and finally bring about the difference of performance and competitive advantages between firms [57]. According to Relational Embedding eory, interorganizational relational embedding has the essence of trust [10].…”

Section: E Relationship Between Re and Ipflsmentioning

confidence: 99%

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[Retracted] Mediating Effect of Organizational Learning Capacity on the Relationship between Relational Embeddedness and Innovation Performance in Freight Logistics Service

Bai

et al. 2021

Complexity

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Cooperative innovation has become a critical method for freight logistics firms in supply chain management. The previous study has proved that relational embeddedness (RE) has a positive effect on service innovation performance. However, the influence of organizational learning capacity (OLC) has been widely ignored. This study focuses on explaining the mechanism of OLC on the relationship between RE and innovation performance of freight logistics service (IPFLS). Firstly, a theoretical model is constructed based on Social Network Theory, and four research hypotheses are presented. Secondly, a sample of 236 respondents from freight logistics firms in China is analyzed to test the hypotheses. Finally, several management implications and recommendations are suggested. The research results demonstrate that both RE and OLC have positive effects on IPFLS. Meanwhile, OLC partially mediates the relationship between RE and IPFLS. The findings provide practical guidance for managers to strengthen the relationship with partners and enhance OLC.

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Section: Theoretical Model and Hypothesesmentioning

confidence: 93%

Section: E Relationship Between Re and Ipflsmentioning

confidence: 99%

[Retracted] Mediating Effect of Organizational Learning Capacity on the Relationship between Relational Embeddedness and Innovation Performance in Freight Logistics Service

Bai

et al. 2021

Complexity

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“…Since the publication of the book "Who Shall Survive" by the Romanian-American psychiatrist, psychosociologist, and educator Jacob Levy Moreno in 1934, research and development in the field of social network analysis has been exponentially increasing in a wide range of different areas [43][44][45][46][47][48][49]. It spans social and behavioral sciences [50], agriculture [51] health care [52] environment [53], law, national safety, criminology and terrorism [54], political science [55], organizational science industry, management and leadership [56], communication, and learning and media [57], just to name a few.…”

Section: History and Evolution Of Social Network Analysismentioning

confidence: 99%

Applying Social Network Analysis to Identify Project Critical Success Factors

Nunes

Abreu

2020

Sustainability

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A key challenge in project management is to understand to which extent the dynamic interactions between the different project people-through formal and informal networks of collaboration that temporarily emerge across a project´s lifecycle-throughout all the phases of a project lifecycle, influence a project's outcome. This challenge has been a growing concern to organizations that deliver projects, due their huge impact in economic, environmental, and social sustainability. In this work, a heuristic two-part model, supported with three scientific fields-project management, risk management, and social network analysis-is proposed, to uncover and measure the extent to which the dynamic interactions of project people-as they work through networks of collaboration-across all the phases of a project lifecycle, influence a project's outcome, by first identifying critical success factors regarding five general project collaboration types ((1) communication and insight, (2) internal and cross collaboration, (3) know-how and power sharing, (4) clustering, and (5) teamwork efficiency) by analyzing delivered projects, and second, using those identified critical success factors to provide guidance in upcoming projects regarding the five project collaboration types.Sustainability 2020, 12, 1503 2 of 32 competency and training are important factors, it is almost always the network factor that is the big key predictor of high performance in organizations and are usually characterized by having broader and diverse problem-solving networks fueled with positive energy [20]. But a broader network does not necessarily mean larger in size. Furthermore, some authors argue that when it comes to effective networks of collaboration, bigger does not always means better, but rather, superior quality means better [7,8]. However, creating a broad and diverse problem-solving network usually requires an extra mile from the employees of an organization, essentially because they need to be more flexible, accountable, and empowered, and proactively search and maintain such networks. This also means that more work will be done through informal networks of relationships, removing to a certain extent, the role of the formal organizational structure in several ways [8,21]. In fact, building a broader and more diverse problem-solving network requires a proper organizational structure that enables people to strategically create the necessary connections in an energized way. Usually, due its rigid nature, a formal organizational structure [6] is not able to provide for the needs of building such problem-solving networks [8,22]. However, either under the pressure or when highly motivated to get the work done, employees of an organization naturally engage in informal networks of collaboration, in order to overcome the natural constraints of the formal organizational structure to get the work done [8,22,23]. Very often these emerging informal networks are not ruled by the rational-legal authority system that the formal organizational structure provides ba...

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“…Although learning is essentially individual, it occurs collectively in the organization (Nonaka & Takeuchi, 1996). Moreover, it is considered by many to be a social process (Bawden & Zuber-Skerritt, 2002;Simon, 1991;Von Kutzschenbach & Brønn, 2010). It can be argued that a theory to analyze learning in the context of IT Governance should include an individual (e.g., explicit knowledge of corporate executives related to IT Governance practices), group (e.g., decision making amongst corporate executives), and organizational level (e.g., embedding learning in an IT Governance architecture).…”

Section: Organizational Learningmentioning

confidence: 99%

Identifying the Enablers and Inhibitors of Organizational Learning in the Context of IT Governance: An Exploratory Delphi Study

Maere

Haes

Kutzchenbach

et al. 2021

Information Systems Management

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Despite significant investments in training, many organizations fail to implement IT Governance. This problem is known as theory-practice gap. Organizational Learning has been suggested as an approach to overcome this problem but there is still lack of understanding about how Organizational Learning applies to the context of IT Governance. Therefore, this exploratory study presents insights from a Delphi study that was conducted to identify and rank enablers and inhibitors of Organizational Learning in this context.

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You can’t teach understanding, you construct it: Applying social network analysis to organizational learning

Cited by 12 publications

References 13 publications

[Retracted] Mediating Effect of Organizational Learning Capacity on the Relationship between Relational Embeddedness and Innovation Performance in Freight Logistics Service

[Retracted] Mediating Effect of Organizational Learning Capacity on the Relationship between Relational Embeddedness and Innovation Performance in Freight Logistics Service

Applying Social Network Analysis to Identify Project Critical Success Factors

Identifying the Enablers and Inhibitors of Organizational Learning in the Context of IT Governance: An Exploratory Delphi Study

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