Reading Beyond the Lines: Organizational Network Analysis

Past research exploring the effects of social network structures onto organizational outcomes have inadvertently overemphasized on structural analysis, to the expense of socio-psychological concepts. We challenge and highlight the shortcomings of this approach and examine the psychological behaviors as antecedents to organizational network structures instead - thereby broadening and tidying organizational network science as a collective

Transcript

1. READING BEYOND THE LINES A Psychological Challenge on Past Works of Organizational Networks H112730: Organizational Social Networks Kelvin Tay (U096786X)
2. ANTECEDENTS & CONSEQUENCES ORGANIZATIONAL NETWORK ANALYSIS
3. Structural analysis Centrality, Density, Tie Strength •  Innovation •  Knowledge-sharing Patterns •  Alliance Strategies
4. PROBLEMS…
5. OVEREMPHASIS ON MODELING
6. ACTUAL NETWORK STRUCTURE
7. Modeled NETWORK STRUCTURE
8. OVEREMPHASIS ON Modeling Assumption: •  Neutral, uniform actors •  Ties are ‘given’, objectified
9. HOWEVER… Psychology of Individuals: •  We ‘possess’ relations – Ownership of relations •  Social capital: Guanxi
10. PROPOSITION #1 Psychology of Individuals: The eventual network configuration of the organizational network is less than expected due to psychology of individuals
11. ALSO… Psychology of Individuals: •  Personality: charisma •  Perceived similarities – Old Boys’ Network biasedness
12. PROPOSITION #2 Psychology of Individuals: The eventual network configuration of the organizational network is better than expected due to psychology of individuals
13. Troubles with Multi-level perspective
14. Organization
15. Organization TEAM
16. Troubles with Multi-level perspective Assumption: •  Convenient ‘dissection’ of levels – Independently discussed •  Neutrality of non-focal individuals
17. HOWEVER… Psychology of Non-focal Individuals: •  Equally susceptible to motivations – E.g. Coercive powers
18. PROPOSITION #3 Psychology of Non-focal Individuals: The eventual network configuration of the organizational network is less than expected due to psychology of non- focal individuals
19. PROPOSITION #4 Psychology of Non-focal Individuals: The eventual network configuration of the organizational network is better than expected due to psychology of non-focal individuals
20. UNDOCUMENTED NEGATIVE TIES
21. UNDOCUMENTED NEGATIVE TIES Assumption: •  Ties based solely on strength – E.g. Likert scale: “closeness” – What about “animosity”? How accurate?
22. HOWEVER… Psychology of Negative Relationships: •  Existing literature: – Contempt, gossips, territoriality •  Ought to document negative ties
23. IN ADDITION… Psychology of Negative Relationships: •  Balance Theory (Heider, 1956) A   B   C   + - -
24. PROPOSITION #5 Psychology of Negative Relationships: The eventual network configuration of the organizational network is less than expected due to existing negative ties
25. determinable Network structures?
26. PROPOSITION #6 Psychology of Negative Relationships: The eventual network configuration of the organizational network is less deterministic than expected due to psychologies of individuals, both focal & non-focal.
27. DISCUSSIONS Implications: •  Inaccuracy in Network Mapping – Density, centrality •  Reexamine attributions to effects – Perhaps other factors at play
28. Contributions •  Challenge accuracy of past works – Structural ‘integrity’ in first place – Challenge empirical findings •  Knowledge sharing: organizational culture? •  Innovation: individual creativity?
29. Contributions •  Accentuate non-focal individuals & negative ties – Conundrum in multi-level approach •  Broader perspective needed – Promote structural analysis on negative ties
30. Contributions •  Stress inseparability of psychology in interpersonal relationships – Social life > structural patterning of ties – Appreciate socio-psychological concepts
31. Conclusion •  Stress dangers in assumptions of structural analysis in organizational networks •  Organizational network analysis still useful – Good science does not stagnate