Recent work on intra organization dynamics has started to approach organizations as complex systems in which different networks may be discerned (Borgatti and Halgin 2011; Aalbers et al. 2013). The basic idea is derived from the observation that people have a tendency to combine different possible aspects of a relation into a single tie with …
The ‘creative sector’ is an important driver of ongoing innovation and economic growth (Cooke & Lazzeretti, 2008; Jaw, Chen & Chen, 2012). A recent study with Annemarie Kamp (currently with PWC) focused on ‘modern architecture’ as an exemplary creative segment within the creative sector, characterized by its plurality of strongly networked organizations with ties to both arts and engineering and …
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Knowledge flowing across firm-internal (unit) boundaries is an essential contribution to an organization’s innovative performance. Knowledge, unfortunately, does not cross firm-internal boundaries as a matter of course. The different contacts an individual maintains in a firm’s instrumental-formal and expressive-informal networks defines their personal communication profile – a profile that may or may not match their …
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Innovation Networks: Managing the Networked Organization (2015) explains networks and how managers and organizations can navigate them to produce successful strategic innovation outcomes. This concise book is vital reading for students of business and management as well as managers and executives. It draws on on insights from social network theory; insights sharpened by research in a number …
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Orchestration of downsizing is a delicate and crucial task for management. Employee reactions to layoff have been found to vary considerably depending on how the employees felt about management conduct. Given the speed with which a downsizing event typically unfolds, management often communicates poorly and not pro-actively, something that has been linked to lowered morale …