@& Google Chrome File Edit View History Bookmarks Profiles Tab Window Help i - & moodle.lsu.edu & Home - Welcome to Charter [ Yahoo! (2) Suggested Sites Free Hotmail [] Web Slice Gallery ~ [J] Bing Traffic ~ [[J] MSN 7707| Organizational change has long been considered essential to understanding the dynamics of organizations (Aldrich, 1999). Organizations change to augment and leverage their competencies and update possible competitive advantages (Greenwood & Hinings, 1996), especially when facing intense competition. Organizations also change to adjust to changing conditions in the environment. How firms deploy their strategies to react (adjust) or to undertake a pro-active action is one of the foci of strategic management research. For instance, firms may acquire other organizations to access knowledge not yet held (Ferreira, 2005), enter into an alliance to access new markets (Contractor & Lorange, 1988) or generally seek new opportunities beyond their immediate competitive landscape through network forms of organization (Gulati, 1995, 1998). The extant literature has examined how environmental factors, such as the societal demographic, technological customer demands, economic, legal and political situations and internal conditions, such as personnel decisions and organizational strategy, affect the initiation and implementation of organizational change (e.g., Gersick, 1991; Kimberly & Quinn, 1984; Tushman & Romanelli, 1985). However, much less attention has been paid to the role of social networks in organizational change, either as the actual trigger of the change or for the input, information, examples and so forth that they may bring in. By organizational change behaviors, we mean the organizational activities associated with initiating and implementing changes, but also the outcomes of those changes (see Weick & Quinn, 1999). Organizations may operate change in many ways. In this paper we focus specifically on the role of the organizations' networks i.e., on the business and social relationships that firms hold. There is abundant research on the importance of social networks for firms' success (Dyer & Singh, 1998; Gulati, 1995, 1998; Tenkasi & Chesmore, 2003), and more generally on a variety of firms' economic behaviors (Granovetter, 1985). These relationships form structures that are capable of influencing firms' behaviors, including organizational change, by promoting or constraining their access to information, physical, financial and social resources, such as legitimacy (Baum, Calabrese, & Silverman, 2000; Granovetter, 1985; Mohrman, Tenkasi, & Mohrman, 2003). The firms' social networks may be a major driver, and similarly a major barrier, of any organization change process. For instance, Tushman and Romanelli (1985, p. 177) noted that \"networks of interdependent resource relationships and value commitment generated by its structure often prevent its being able to change\Google Chrome File Edit View History Bookmarks Profiles Tab Window Help G zoom Tue Apr 9 6:19 PM moodle.Isu.edu C 1 0 + BOLOTI Party Tri BOLOTTES Home - Welcome to Charter y! Yahoo! (2) Q Suggested Sites Free Hotmail / Web Slice Gallery / BingTM Traffic / MSN > > DOCX 7707 LSU Louisiana State University Module 4 Discussion - Initial Res... Module 4 Resources: Using Socia.. https://moodle.Isu.edu/pluginfile. Bolottes logo.pdf 4573 LHRD Store trays Screenshot Organizational Change Homework Help - Q&A from C + 7602 C Organizational change may be analyzed from many angles. Following Damanpour (1988), we coursehero.com/tutors/homework-help/ conceptualize organizational change as including many types of change, such as technological, administrative, strategic, and so forth. For instance, behaviorists study how employees' cognition and behaviors constrain organizational change (e.g., Gersick, 1989; Greve & Taylor, 2000), and Get homework institutionalists emphasize how institutional norms maintain the stability of organizations (e.g., O DiMaggio & Powell, 1983; Hannan & Freeman, 1984). Nonetheless, understanding how firms change requires the understanding of the underlying change process (Pettigrew, Woodman, & Cameron, Ask a question Connect with 2001). Weick and Quinn (1999) refer to the process of organizational change as encompassing three an expert stages: the initiation, implementation and outcome of change. We briefly review these three stages. The initiation refers to the causes, or triggers, of organizational change. Huber, Sutcliffe, Miller 1. Ask your question 2 20 questions available and Glick (1993) found five triggers of change: the macro-environment - such as those emerging from shifts in the economy, politics, technology or demography -, performance, characteristics of top B I U X Z X ! : D B fx managers, structure and strategy. More recently Greve and Taylor (2000) explored the role of innovations in catalyzeng organizational change. Moreover, the initiation of change should be examined as to whether it is episodic - episodic change is mainly driven externally (Romanelli & Tushman, 1994; Tushman & O'Reilly, 1996) - or continuous - continuous change is caused by . . t Home organizational instability and alert reactions to daily contingencies (Brown & Duguid, 1991; a t courseher Orlikowski, 1996). We add to these causes that the firms' social networks are a likely initiator of ton (Coalani. 1995, 1995). amined how environmental change. I customer demands, economic, legal and political situation ess mention has been paid BIU XX : : CAR. The implementation refers to the process of carrying out organizational change. Firms may Type your question or sitach a picture here. - Le., on the business and social refer to him face some degree of inertia, or inability, to change as rapidly as the environment (Pfeffer, 1997) and ass. Tenkan & Chesmore, 203 ), and move generally on a variety of for 2) Upload images much as leghimacy , CHlater extant research has attributed different motives for that inertia, such as the deep structures (Gersick, rocco, For Tab For driver, and similarly a man and Romanelli Cigis. 1797 8 1991) that, among others, refers to the organization and the activities that guarantee the firms' tion might be bound by other firms' existence. An important barrier to change is the identity or culture of the organization, which will require a minor (first-order change) or major (second-order) change in the cognitive structure Bartunek, 1993). Other sources of inertia include the routines (Gioia, 1992), top management tenure (Virany, Tushman, & Romanelli, 1992), identity maintenance (Sevon, 1996), culture (Harrison & G Carroll, 1991), complacency (Kotter, 1996), institutional norms (DiMaggio & Powell, 1983) and Upload images technology employed (Tushman & Rosenkopf, 1992). The works by Levitt and March (1988), APR 9 A zoomSafari File Edit View History Bookmarks Window Help G zoom Tue Apr 9 6:21 PM moodle.Isu.edu C BOLOTI Party Tri BOLOTTES Home - Welcome to Charter y! Yahoo! (2) Q Suggested Sites Free Hotmail Web Slice Gallery / BingTM Traffic / MSN > > DOCX 7707 LSU Louisiana State University Module 4 Discussion - Initial Res... Module 4 Discussion - Initial Resp... https://moodle.Isu.edu/pluginfile.... Bolottes logo.pdf 4573 LHRD Store trays The Role of Social Networks in Organizational Change Screenshot Homework Help - Q&A from C + 7602 How do organizational networks influence the initiation, implementation and outcomes of C 9% coursehero.com/tutors/homework-help/ change? In this section we discuss five ways in which social networks influence organization change: innovation, imitation, inertia, structural equivalence and structural positioning. Get homework Innovative dynamism and change: looking at connectedness O The density of a network is perhaps the most widely used construct of connectedness (Friedkin, Ask a question Connect with 1984) and group cohesion (Blau, 1977) among network members. The density of the network in an expert which a firm is embedded is likely to affect change processes. In denser networks there are more ties among firms, and these ties serve as channels for the faster flow of information concerning markets, best practices and institutional norms (Meyer & Rowan, 1977), innovation, technology, and so forth Ask your question 2 20 questions available (Tenkasi & Chesmore, 2003). Connecting tightly with other organizations, a focal organization has more channels to detect both the opportunities and the modifications occurring in its environment. BIU X2 X? ! fx Innovative dynamism and access to new knowledge are often considered important triggers of organizational change (Weick & Quinn, 1999). Powell et al. (1996) noted the importance of inter-firm interfaces, particularly close and strong connections, in transferring tacit knowledge. In fact, the strong ties perspective (Krackhardt, 1992; Uzzi, 1996) postulates that frequent interaction, intimacy, trust and tom : x + s also change to adjust to changing conditions in the envis reciprocity facilitate the flow of information and knowledge resources among firms and may be better ich. For Instance, firms may acquire other organizatic suited for the change implementation process. Park (1996), using a resource-based view, stressed that mortuphile , technosingleal customer demands, economic, legal and political shanley and women . such as personnel decisions and organizational strategy, affat the juliethe the transfer of tacit knowledge from other organizations is critical for building a competitive i rational chunge leg. Ciervick, 1991; Kimberly & Quine 1081. To much less attention has been paid to the role of trans the actual trigger of the champs in' for the found ing in. By Organiznie advantage. Brown and Duguid (1991), Porter (1987), Powell et al. (1996) and Ibarra (1993), among ohed with inisasing and implementing changes, hut ahe they Will ANC Type your question or attach a picture here. others, have shown that interconnectedness plays a critical role in organizational innovation processes, that rescuech of the importance of social networks for firms' success (Dyer & Singh long Unload images adoption and diffusion. According to Park (1996, p. 799) "the open-ended, relational features of networks, therefore, greatly enhance the ability to transmit and learn new knowledge and skills for an bration amp preet i's may be a major driver, and similarty innovation". Astley and Fombrun (1983) have noted how technological innovations were carried out 2. Enter the cou mainly by a complex and wide range of inter-firm networks in the telecommunication industry. Shan et al. (1994) found that the number of ties between start-ups and established firms is positively related to their innovative output in the biotechnology industry. Hence, it seems reasonable to suggest that organizational change is fuelled by access to new opportunities and resources, namely knowledge canizational Chunge resources, that feed innovations that are likely to be more abundant in denser networks. APP 9 stv 4 zoomSafari File Edit View History Bookmarks Window Help G zoom Q 9 Tue Apr 9 6:22 PM ... moodle.Isu.edu C Software Update Home - Welcome to Charter y! Yahoo! (2) Q Suggested Sites Free Hotmail / Web Slice Gallery / BingTM Traffic / MSN macOS Sonoma 14.4.1 is available and will stalled later tonight 7707 su Louisiana State University Module 4 Discussion - I... Module 4 Resources: S... https://moodle.Isu.edu/... https://moodle.Isu.edu/... 4573 LHRD Store trays The journey to this integrative state results in the organizing concepts, codified knowledge, underpinning theories, particular methodologies, and the unique tech- nical jargon of HRD. (p. 94) Screenshot Homework Help - Q&A from ( + 7602 For HRD practitioners and researchers to improve the interactivity between DOO individuals that leads to increased performance and effectiveness, it is necessary to identify techniques that measure the relations between people within a given G coursehero.com/tutors/homework-help/ environment. Social network theory involves a body of methods, measurement concepts, and theories that provide an empirical measure of social structure. A more comprehensive coverage of these topics can be found from sources such as Get homework Freeman, White, and Romney (1989); Scott (1996, 2000); and Wasserman and Faust (1994) who discuss social network theory, the utility of social network O analysis, and the process and method for conducting social network analysis. Social network analysis (SNA), which is the main methodological procedure for Ask a question Connect with developing network theory, holds promise for providing HRD researchers with an expert a tool to study the dynamics between individuals and the forces that impact rela- tions between them. SNA promises to add significantly to theory building in the field of HRD by providing a methodological approach for improving the empiric cal rigor of conducting quantitative research in such areas as organizational development, organizational learning, leadership development, organizational Organizational Change change, training, and development. This article will add to our knowledge by reviewing specific features of SNA and applying them to an HRD context, conceptualize organizational change as including many types of change, such as technol behaviors constrain cignairational change leg." Gersick, 19 which is not available in the sources cited above. DiMaggio & Powell, 1983; Hannan & Freeman, 1984). Nonetheless. understanding how firms ch With new computer technology emerging in the past couple of years, and Glick (1993) found five triggers of change the macro envirominers _ quet suchtier . Ask your question $ 20 questions available SNA has made considerable strides in allowing researchers to conduct their managers, unicame and undery. More recently Greve and muster (annoy) canter still examined as to whether it is episodic - episodic change is mainly driven pour ness justaman, 1994: Teshman & O'Reilly. 1996) - or continuous . Ann own analysis from the comfort of their computers. As a result, SNA has "kowski. 1996). We add to these causes that the firms' social actworks Would: 19: branched out from its origins in sociology and now is commonly used in lace some degree of inertia, or insbility, to change as rapidly as the enviropreet (Pleffer, 199?) and 19 1) that , among others , refers to the organization not the netjones' fur and Here . diverse fields such as management (Borgatti & Cross, 2003; Cross, Parker, Prusak, & Borgatti, 2001; Sparrowe, Liden, Wayne, & Kraimer, 2001; Tichy, [) Unload images Tushman, & Fombrun, 1979), anthropology (Avenarius, 2002; Goodreau, Goicochea, & Sanchez, 2005; Hage & Harary, 1983; Johnson, 1994; Sanjek, Safari Fas Eat View Hatory Bookmarks Widow Hab 1974), political science (Bae & Choi, 2000; Brandes, Raab, & Wagner, ... . (3 The Role of Social Networks in Organizational Change sweet In the seaopera outweigh social networks influence Innovative dynamism and change: looking at conne 1984) and group cohesion'" (Blau, 1977) among network members. The density of the netw as Of nedkin, among firms, and these ties serve as channels for the faster flow of information conce (Tenkasi & Chesmore. 2003). Connecting tightly with other organizations anovasive dynamics and access to new knowledge are often com perspective (Krackhand, 1992; Uzzi, 1996) postulates that frequent inter action, intin on process. Park (1996). using a resource APR 9 stv zoom WGoogle Chrome File Edit View History Bookmarks Profiles Tab Window Help G zoom Q 9 Tue Apr 9 6:22 PM > stalled later tonight 7707 LSU Louisiana State University Module 4 Discussion - I... Module 4 Resources: S.. https://moodle.Isu.edu/.. https://moodle.Isu.edu/... 4573 LHRD Store trays 48 Human Resource Development Review / March 2006 Screenshot ... Homework Help - Q&A from ( x + 7602 Method A literature review of social network analysis was conducted through a C coursehero.com/tutors/homework-help/ search from the ACM Digital Library, EBSCO Host's Academic Search Primer, Business Source Primer, ERIC, Proquest, PsychInfo, and Social Index data- bases. The key words used in the literature search included: social network the- Get homework ory, social network analysis, social capital, and HRD. Focus was particularly placed on exploring the following questions. O 1. Where does social network theory originate from? Ask a question Connect with 2. What disciplines have adopted SNA as a research method for theory building? an expert 3. What are the primary SNA resources that serve the network community? 4. What research directions and implications for the field of HRD can be drawn from the literature? As a result, four bodies of literature were reviewed: sociology, anthropology, psychology, and political science. The sociological literature was used as the foundation for social network theory and addressed Question 1, while anthro- pology, psychology, and political science literature were drawn upon as exam- ples of fields that had adopted SNA for research purposes addressing Question 2. The focus of the literature review was intended to identify fields that had BIUX2 adopted SNA as one of their research methods. In addition, two primary SNA resources, well known to the network community, Scott (2000) and Wasserman and Faust (1994), were used as the principle references for the technical aspects of the article (Question 3). The SNA concepts utilized for this article were identified through techni- cal reference manuals and SNA resources found in academic books and journals. The SNA process identified in the section "The Process for Con- ducting a SNA" was adapted by Scott (2000) and Wasserman and Faust (1994). A number of resources throughout the article are highlighted. Impli- cations for HRD are generated from this research addressing Question 4. social influence Social Network Theory and Analysis The origins of social network theory began in the early 1930s within G three different distinct groups (psychology, anthropology, and mathemat- ics). Most notably Moreno (1934) created sociograms which basically ren- 9 city zoom WGoogle Chrome File Edit View History Bookmarks Profiles Tab Window Help G zoom 2 Q 9 Tue Apr 9 6:23 PM