Reconceptualizing Human ResourceManagement by Inclusion of SocialNetworks – A Theoretical Approach1st Interdisciplinary Wo...
Social Networks?Christakis, Nicholas A./Fowler, James H.,Connected: Amazing Power of Social Networksand How They Shape Our...
Social Networks?“As companies face an informationexplosion and an unprecedented need forflexibility in a rapidly changingm...
Social Networks?• Social Networks are part of research  for a long period (Borgatti et al., 2009)• Increase in Popularity ...
Social Networks and Human Resource Management• Self Positioning     Strategic Business Partner (Lawler/Mohrman, 2003)     ...
Path Dependence                                            Increase in Competition                          Hierachy-Based...
Social Networks – Governing Laws                                                       Barabási, Albert-László, The       ...
Theoretical Implications• Stability     Networks are robust and allow fluctuation to a     certain threshold (Barabási, 20...
Short Term vs. Long Term• Short-Term (Reactive)     Visualize emergent structures     Problem-solving and trust repair (Di...
Next Steps• Is an organization really a scale-free  network?• Further Obstacles     Design, organization and management of...
LiteraturverzeichnisAlderson, D. L. Catching the “Network Science” Bug: Insight and Opportunity for the Operations Researc...
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Reconceptualizing Human Resource Management by Inclusion of Social Networks – A Theoretical Approach

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Reconceptualizing Human Resource Management by Inclusion of Social Networks – A Theoretical Approach

  1. 1. Reconceptualizing Human ResourceManagement by Inclusion of SocialNetworks – A Theoretical Approach1st Interdisciplinary Workshop“Decentralization and Networks”Siegen, 25.11.2011Tobias M. ScholzChair for Human Resources and Organizational BehaviorUniversity of Siegen
  2. 2. Social Networks?Christakis, Nicholas A./Fowler, James H.,Connected: Amazing Power of Social Networksand How They Shape Our Lives, New York(Little, Brown and Company) 2009. Tobias M. Scholz pmg.uni-siegen.de 2
  3. 3. Social Networks?“As companies face an informationexplosion and an unprecedented need forflexibility in a rapidly changingmarketplace, the corporate model is in themidst of a complete makeover.“(Barabási, 2003:201)Tobias M. Scholz pmg.uni-siegen.de 3
  4. 4. Social Networks?• Social Networks are part of research for a long period (Borgatti et al., 2009)• Increase in Popularity Globalization (Feiock et al., 2008) Decentralization (Moore et al., 2003) Digital Networks (Bollen et al., 2011)• Improvements in Research Data Collection (Eagle/Pentland, 2006) Prediction Algorithms (Barabási, 2011) Fostering (Zhang et al., 2008) Maintenance (Bramoullé/Saint-Paul, 2010)Tobias M. Scholz pmg.uni-siegen.de 4
  5. 5. Social Networks and Human Resource Management• Self Positioning Strategic Business Partner (Lawler/Mohrman, 2003) Specialized Service Partner (Greer et al., 1999)• Shift in the Organization Centralization  Decentralization (Moore et al., 2003) Hierarchy-Based  Market-Based (Scholz, 2003)Search for Competitive AdvantageTobias M. Scholz pmg.uni-siegen.de 5
  6. 6. Path Dependence Increase in Competition Hierachy-Based or Rise of Complexity Market-Based Embeddedness Competitive Advantage: Social NetworksSydow, Jörg/Schreyögg, Georg/Koch, Jochen,Organizational Path Dependence: Opening theBlack Box, in: Academy of Management Review34 (4/2009), 689-709. Tobias M. Scholz pmg.uni-siegen.de 6
  7. 7. Social Networks – Governing Laws Barabási, Albert-László, The Architecture of Complexity, in: IEEE Control Systems Magazine 27 (4/2007), 33-42.Tobias M. Scholz pmg.uni-siegen.de 7
  8. 8. Theoretical Implications• Stability Networks are robust and allow fluctuation to a certain threshold (Barabási, 2003) Managing knowledge transfer (Poell et al. 2008) Cooperation can lead to self-sustaining “organisms” (Christakis/Fowler, 2009)• Burstiness short timeframes of intense activity followed by long times of no or reduced activity (Barabási, 2011)• Heterogenity Each person is different (Christakis/Fowler, 2009) Preferential attachment (Barabási, 2003) Outliers increase complexity (Barabási, 2011)Tobias M. Scholz pmg.uni-siegen.de 8
  9. 9. Short Term vs. Long Term• Short-Term (Reactive) Visualize emergent structures Problem-solving and trust repair (Dirks et al., 2009) Support information flow through hub targeting (Burt, 1992; Christakis/Fowler, 2009)• Long-Term (Active) Influence design parameters Finding right mix of „orderly creativity“ (Christakis/Fowler, 2009) and stability (Farjoun, 2010) and vitality of the organizationDynamic and Flexible Approach Professionalization of HRM (Stein, 2010) © Julia ChristophersTobias M. Scholz pmg.uni-siegen.de 9
  10. 10. Next Steps• Is an organization really a scale-free network?• Further Obstacles Design, organization and management of complex networks (Alderson 2008) Controllability of complex networks (Liu et al., 2011) Identification of key players (Ballester et al., 2006) Autopoiesis History matters (Barabási, 2011) Influence of stakeholders Data collection (e.g. Reality Mining) Privacy © Julia ChristophersTobias M. Scholz pmg.uni-siegen.de 10
  11. 11. LiteraturverzeichnisAlderson, D. L. Catching the “Network Science” Bug: Insight and Opportunity for the Operations Researcher, in: Operations Research 56 (5/2008),1047-1065.Ballester, C./Calvó-Armengol, A./Zenou, Y., Whos Who in Networks. Wanted: The Key Player, in: Econometrica 74 (5/2006), 1403-1417.Barabási, Albert-László, Linked: How Everything is Connected to Everything Else and What It Means for Business, Science, and Everyday Life. London(PLUME Books) 2003.Barabási, Albert-László, The Architecture of Complexity, in: IEEE Control Systems Magazine 27 (4/2007), 33-42.Barabási, Albert-László, Scale-Free Networks: A Decade and Beyond, in: Science 325 (5939/2009), 412-413.Barabási, Albert-László, Bursts: The Hidden Patterns Behind Everything We Do, from Your E-Mail to Bloody Crusades. London (PLUME) 20011.Bollen, J./Goncalves, B./Ruan, G./Mao, H., Happiness Is Assortative in Online Networks, in: Artifical Life 17 (3/2011), 237-256.Borgatti, S. P.,/Mehra, A./Brass, D. J./Labianca, G., Network Analyisis in the Social Sciences, in: Science 323(5916/2009), 892-895.Bramoullé, Y./Saint-Paul, G., Social Networks and Labor Market Transitions, in: Labour Economics 17 (1/2010), 188-195.Burt, R. S. Structural Holes: The Social Structure of Competition. Cambridge (Harvard University Press) 1992.Christakis, Nicholas A./Fowler, James H., Connected: Amazing Power of Social Networks and How They Shape Our Lives, New York (Little, Brown andCompany) 2009.Dirks, K. T./Lewicki, R. J./Zaheer, A., Repairing Relationships Withing and Between Organizations, in Academy of Management Review 34 (1/2009), 68-84.Eagle, N./Pentland, A. S. Reality mining: sensing complex social systems, in: Personal and Ubiquitous Computing 10 (4/2006), 255–268 .Farjoun, M., Beyond Dualism: Stability and Change as a Duality, in: Academy of Management 35 (2/2010), 202-225.Feiock, R. C./Jae Moon, M./Park, H. J., Is the World Flat or Spiky? Rethinking the Governance Implications of Globalization for Economic Development, in:Public Administration Review 68 (1/2008), 24-35.Greer, C. R./Youngblood, S. A./Gray, D. A., Human Resource Management Outsourcing: The Make or Buy Decision, in: Academy of Management Executive13 (3/1999), 85-96.Lawler, E. E./Mohrman, S. A., HR as a Strategic Partner: What Does it Take to Make it Happen, in: Human Resource Planning 26 (3/2003), 15-29.Liu, Y./Slotine, J./Barabási, A., Controllability of Complex Networks, in: Nature 473 (2011), 167-173.Moore, S./Eng, E./Daniel, M., International NGOs and the Role of Network Centrality in Humanitarion Aid Operations, in: Disasters 27(4/2003), 305-318.Poell, R. F./Van der Krogt, F. J., The Role of Social Networks in Managing Organizational Talent, Knowledge and Employee Learning, in: Vaiman, V./Vance,C. M. (eds), Smart Talent Management, Cheltenham (Edward Elgar Publishing) 2008, 93-118.Scholz C., Die Saarbrücker MO5-Wertschöpfungskette, in: Scholz, C./Gutmann, J. (eds.), Webbaserte Personalwertschöpfung. Wiesbaden (Gabler) 2003,123-144.Stein, V., Professionalisierung des Personalmanagements: Selbstverpflichtung als Weg, in: Zeitschrift für Management 5 (3/2010), 201-206.Sydow, Jörg/Schreyögg, Georg/Koch, Jochen, Organizational Path Dependence: Opening the Black Box, in: Academy of Management Review 34 (4/2009),689-709.Zhang, Y./Friend, A. J./Traud, A. L./Porter, M. A./Fowler, J. H./Mucha, P. J., Community Structure in Congresional Cosponsorship Networks, in: Physica A:Statistical Mechanics and its Applications 387 (7/2008), 1705-1712.Tobias M. Scholz pmg.uni-siegen.de 11

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