This is a poster that introduces three ongoing, related projects that assess the relationship between innovation and social networks. Despite the prominence of the concept of innovation, there is relatively little academic research that effectively measures innovation processes, and there is even less research that focuses on the relationship between social networks and innovation. In this study we ask: How do social networks within and between media organizations enable the spread of innovation? To address this question we are conducting a multiphase, multi-method project with participants from the journalism and visual effects industries.

1. The Relationship Between Social Networks and Innovation Processes in Media Firms
Sandra K. Evans
Project 1 Project 2 Project 3
Introduction
Despite the prominence of the concept of innovation, Time 1
Networks within
there is relatively little academic research that effectively Firms
measures innovation processes, and there is even less Time 2 Ego-networks within the firm
research that focuses on the relationship between social Interviews with Journalists and Newspaper
VFX Personnel Conglomerate Visual Effects
networks and innovation. Time 1 Firm
In this study we ask: How do social networks within and Interorg. Networks Interorganizational Networks
between media organizations enable the spread of Time 2
innovation?
To address this question we are conducting a multi-
phase, multi-method project with participants from the
journalism and visual effects industries. Project 1 Results Survey Data, Network Analysis Example of Actors in a VFX Interorg. Network:
Interviews were conducted with people in the journalism
Aims Survey Performance Measures:
and VFX industries. Categories Efficiency, Quality, Creativity
• To investigate how social networks relate to innovation SUPPLIERS WETA
in media organizations Propositions were determined based on these data and BUYER
Spread of Information
• To test the relationship between ego-networks and a survey was developed for use in Projects 2 and 3. James
Organizational Culture Other Cameron ILM
interorganizational networks Resources (Dir)
• To assess these phenomena in different media Prop. 1 Organizational culture will mediate the Interorganizational Networks
industries relationship between networks and Other Studio Execs Look! FX
Ego-Networks: Advice/Expertise
process innovations. Colleagues
RQ1 How will the two types of networks (advice
and interorganizational) compare in terms
Research Questions of the characteristics of relations?
Expected Relationship Between
1. What is the relationship between types of networks RQ2 What is the relationship between the
(specifically advice networks and interorganizational structure of the two network types and (a) Variables
Organizational Culture
networks) and process innovations? process innovation and (b) performance We expect the relationship between networks, process
2. How do social networks relate to the performance measures? innovation, spread, and performance, to be influenced by
outcomes of (a) effectiveness and (b) spread of Process Spread of Firm
Prop. 2 Social networks will reflect homophily in organizational cultural factors. Networks
Innovation Innovation Performance
information? that those who value efficiency more will
3. What role does organizational culture play in terms of seek out like-minded individuals, and those
how process innovations spread within an who value quality more will seek out similar
organization? individuals.
Prop. 3 Those with multiplex in-ties will be affiliated
Key Theories and Concepts with a higher level of spread of information. Conclusion
Innovation: a process that involves the implementation Prop. 4 Advice networks that involve diverse ties We anticipate that:
of ideas that result in changes to routines that can (such as individuals at other firms) will 1. Networks function as the communicative conduits for process innovations.
positively affect performance show evidence of a stronger positive 2. Different types of networks structures have the potential to positively affect innovation processes.
Networks: function as communicative flows that affect relationship with (a) process innovation, (b) 3. Organizational culture can influence the relationship between networks and innovation processes.
how resources, like ideas and information, are shared. spread, and (c) performance indicators, in
Networks can be viewed as conduits for innovation comparison to advice networks that are The data from Project 1 indicated that many common measures of innovation, such as patents or R&D spend, are not
processes. Key concepts: centrality, multiplexity, more homophilous. appropriate measures of innovation in certain industries, particularly many media industries.
homophily, structural holes Prop. 5 Interorganizational networks that involve
In our follow-up studies using the survey instrument, we will further test how the structure of networks affects process
Spread: the communication of ideas across networks and diverse ties will demonstrate a stronger
innovations and performance.
business units positive relationship with (a) process
Organizational culture: meanings, norms, and values innovation, (b) spread, and (c) performance
are constructed and reinforced through quotidian indicators, than advice networks that are
Contact: sandra.evans@usc.edu
annenberg.usc.edu
discourse in organizations more homophilous.