Largest ever organizational network analysis shows how social networks drive p... - The Diigo Meta page

• 08 May 09
  

  Miguel Membrado

  socialnetwork business analysis casestudy

• 07 May 09
  

  dominique turcq

  The report itself, Value of Social Network -- A Large-Scale Analysis on Network Structure Impact to Financial Revenue of Information Technology Consultants, provides detail on their findings – for those interested in these issues it’s well worth a read.
  
  In summary, there were four key results:
  
  1. Structural diversity and centrality of social networks are positively correlated with performance for both individual consultant and project teams.
  
  2. Strong ties to powerful individuals, such as access to executives, is positively correlated with work performance, however having many weak ties to management is negatively correlated with work performance.
  
  3. A team with strong ties to the management can be beneficial for work performance, having many managers working on the same project exhibits an inverted U-shape relationship with performance.
  
  4. Participating in projects with the appropriate social capital can boost consultants‘ work performance in addition to their own social capital.

• 19 Apr 09
  

  Shanta Rohse

  Summary of findings from IBM Research and MIT into email connections and patterns in workplace that correlate with higher revenue production

  social_networks ross_dawson workplace_learning

• 18 Apr 09
  

  Suzanne Malley

  socialnetworks socialmedia research community

• 16 Apr 09
  

  Michel Bauwens

  Largest ever organizational network analysis shows how social networks drive performance

  Entreprise2.0 Social-Network-Sites Social-Network-Analysis P2P

• 14 Apr 09
  

  Bertrand Duperrin

  
  1. Structural diversity and centrality of social networks are positively correlated with performance for both individual consultant and project teams.
  
  2. Strong ties to powerful individuals, such as access to executives, is positively correlated with work performance, however having many weak ties to management is negatively correlated with work performance.
  
  3. A team with strong ties to the management can be beneficial for work performance, having many managers working on the same project exhibits an inverted U-shape relationship with performance.
  
  4. Participating in projects with the appropriate social capital can boost consultants‘ work performance in addition to their own social capital.

  socialnetworks value management relationship

• 

  Howard Rheingold

  Largest ever organizational network analysis shows how social networks drive performance

  networks social_capital social_networks collaboration

  • Largest ever organizational network analysis shows how social networks drive performance

  • For years now I have been trying to get the message out to senior executives that effective social networks are critical to business performance. By now that is well understood, in part supported by the large body research and academic literature on how social networks in and across organizations drive results and performance.

    
    
    

    Now researchers from IBM Research and MIT have undertaken the largest study of its kind ever. BusinessWeek writes that Researchers at IBM and MIT have found that certain e-mail connections and patterns at work correlate with higher revenue production.

  • 1 more annotations...

  • • In summary, there were four key results:
      
      

      1. Structural diversity and centrality of social networks are positively correlated with performance for both individual consultant and project teams.
      
      

      
      

      
      
      
      

      
      

      2. Strong ties to powerful individuals, such as access to executives, is positively correlated with work performance, however having many weak ties to management is negatively correlated with work performance.
      
      
      3. A team with strong ties to the management can be beneficial for work performance, having many managers working on the same project exhibits an inverted U-shape relationship with performance.
      
      
      4. Participating in projects with the appropriate social capital can boost consultants‘ work performance in addition to their own social capital.

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