High-level introduction of social network analysis technique for a professional development workshop at Western Carolina University. The purpose of this presentation was to introduce faculty to networks and social network analysis. A brief sample of research was also included to demonstrate key points.

1. Social Network Analysis & User Innovation An introduction to methodology and example Paul M. Di Gangi, Ph.D. Global Management & Strategy Western Carolina University

2. Presentation Structure Start Overview of Networks & Social Network Analysis Applications Example of Research in Progress Questions Finish

3. What is a Network?

4. Network The social structure composed of nodes that are connected by attributes.

5. Web of Group Affiliations Georg Simmel

6. Getting a Job & Strength of Weak Ties Mark Granovetter

7. Strength of Strong Ties David Krackhardt

8. I am a product of my... n e t w o r k

9. What is Social Network Analysis (SNA)?

10. Social Network Analysis (SNA) A methodology used to map a social network and determine the relevance of specific nodes as well as the overall relationships present within the network.

11. X

12. The Grapevine

13. How can we measure people’s connections? Degree Eigenvector Betweeness Closeness

14. Attribute-based

15. What are the common applications we can use?

17. NETDRAW

18. Siena

19. Any examples for how we can use SNA in our research?

20. Follow the Leader: Using Social Network Analysis to Identify Influential Users in a User Innovation Community Paul M. Di Gangi Western Carolina University Molly Wasko University of Alabama at Birmingham Presented previously @ International Social Network Analysis Sunbelt Conference

21. Shifting Sources of Value Open Business Model Competitive advantage through leveraging external resources (Chesborough, 2003) Permeable organizational boundaries Redefinition of acceptable sources of value and knowledge Potential Sources of Value Users as an organizational resource (Di Gangi & Wasko, Forthcoming; von Hippel, 1988; 2005) User-generated innovations (UGIs)

22. User Innovation Community “Distributed groups of individuals focused on solving a general problem and/or developing a new solution supported by computer-mediated communication.” (Dahlander & Wallin, 2006 p. 1246)

23. Initial Study ANOVA 11 Adopted Ideas 10 Not Adopted, Most Popular Ideas Di Gangi and Wasko(2009)

25. Considering Rejected No Status Update Implementing Size by # Ideas Contributed February 2007 Adopted ideas appear to be interconnected based on the individuals that participated during the idea’s development.

26. RQ Are specific types of users more successful than others at getting ideas adopted by the organization?

27. Social Capital Theory “Any aspect of social structure that creates value and facilitates the actions of the individuals within that social structure” (Coleman, 1990; Siebert et al., 2001) An individual’s network of relationships (Nahapiet & Goshal, 1998) Access to information (Burt, 1992; Granovetter, 1979) Ability to influence the innovation process (Di Gangi & Wasko, 2009; Siebert et al., 2001)

28. What types of users exist? Possess unique, technical knowledge (Lüthje, 2004; von Hippel, 1988) Play an early role in development activities (Jeppesen & Frederiksen, 2006; Rogers, 2003) e.g., Idea generation Possess strong reputations within their communities (Morrison et al., 2004) (Rogers, 2003)

29. What types of users exist? Possess unique, technical knowledge (Lüthje, 2004; von Hippel, 1988) Play an early role in development activities (Jeppesen & Frederiksen, 2006; Rogers, 2003) e.g., Idea generation Possess strong reputations within their communities (Morrison et al., 2004) (Rogers, 2003)

30. Study Site

31. Study Site Founded in January 2007 15,556 Ideas Contributed 91,813 Comments Posted 438 Implemented Ideas by Dell

32. Methodology Independent Variables Social Butterflies Total Comments / Total Ideas Participated In Idea Makers Total Comments to Contributed Ideas / Total Ideas Contributed Influencers Centrality measure Leaders Interaction-based Dependent Variables Idea Status Number of Ideas where Action was Taken by Dell (Composite Value) Analysis Technique Hierarchical Linear Regression Model 1 – Direct Model 2 – 2 Way Interactions Model 3 – 3 Way Interaction

33. Results

34. Limitations Generalizability Dell IdeaStorm was one of the first UICs introduced by an organization UIC developed by SalesForce.com Sites Built on Platform Since IdeaStorm Network Solutions and Starbucks Sites Built on Similar Platforms Since IdeaStorm Brightidea(Platform Provider), Change.org, Emerson, IdeaBlob, and BrainStorm

35. Practical Contributions Managing Absorptive Capacity Following the leaders in an organization’s UIC Leveraging a Volunteer Workforce Improve the efficiency and effectiveness of an organization’s UIC and organizational responses to UGIs Identifying Influential Users and potentially adoptable ideas in a UIC Social network analysis

36. Questions?

37. Thank You for Listening Contact @ pmdigangi@email.wcu.edu