ifl womens network teigland
DESCRIPTION
Presentation made at the IFL Women's Networking Event on May 22, 2008TRANSCRIPT
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Leveraging Networks for Leveraging Networks for Results- Results-
A brief lookA brief look
Dr. Robin TeiglandDr. Robin TeiglandStockholm School of EconomicsStockholm School of Economics
[email protected]@hhs.sewww.knowledgenetworking.orgwww.knowledgenetworking.orgwww.slideshare.net/eteigland www.slideshare.net/eteigland
May 2008May 2008
@teigland.com 2008 2
Why the interest in networks?Why the interest in networks?What are networks?What are networks?What about power and What about power and
performance?performance?What can you do?What can you do?
Today’s discussionToday’s discussion
www.slideshare.net/eteiglandwww.slideshare.net/eteigland
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Everyone is talking about networksEveryone is talking about networks
National Innovation Networks
FormalNetworks
Entrepreneurial Networks
Ego Networks Regional
Networks
Infrastructure Networks
Social Networks
FAS.research
ElectronicNetworks
InformalNetworks
Networksof Practice Networked
organization
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A world of rapidly growing knowledge ….A world of rapidly growing knowledge ….
>A person’s lifetimeA person’s lifetime
18th century18th centuryOne weekOne week
20082008
Fischbowl 2007
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……while it becomes quickly outdated ….while it becomes quickly outdated ….
50%knowledge
relevant
50%knowledgeoutdated
First year of First year of technical-based technical-based
educationeducation
First year of First year of technical-based technical-based
educationeducation Third yearThird yearof educationof educationThird yearThird year
of educationof education
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Did You Know: Shift HappensDid You Know: Shift Happenshttp://www.youtube.com/watch?http://www.youtube.com/watch?
v=pMcfrLYDm2Uv=pMcfrLYDm2U
How are these trends affecting you How are these trends affecting you and your organization?and your organization?
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Growth
Time
Information and knowledge
Human absorptive capacity
Cohen & Levinthal 1989
Increasing difficulty in keeping up ….Increasing difficulty in keeping up ….
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“The rate at which individuals and organizations learn may become the only sustainable competitive
advantage, especially in knowledge-intensive industries.”
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Ray Stata,Chairman Analog Devices
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The world is “shrinking”The world is “shrinking”
familyfamily
locallocalcolleaguescolleagues
friendfriendss
oldoldcolleaguescolleagues
colleaguecolleaguess
at other at other officesoffices
Just a click
away…virtualvirtual
communities communities
locallocalnetworksnetworks
old old classmatclassmat
eses
avatarsavatars
businessbusinesscontactscontacts
social social media media
contactscontacts
referralsreferrals
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””No one knows everything, No one knows everything,
everyone knows something, everyone knows something, all knowledge resides in all knowledge resides in
humanity.”humanity.”networksnetworks
Adapted from Lévy 1997
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What is a network?What is a network?
A set of actors connected by tiesA set of actors connected by ties
•Ties/LinksTies/Links−Knowledge, trust, Knowledge, trust, team, sit by, dislike, team, sit by, dislike, etc.etc.−Alliance, customer, Alliance, customer, investment, etc.investment, etc.
TieTie•Actors/NodesActors/Nodes
−IndividualsIndividuals−Teams, Teams, organizations, etc.organizations, etc.
ActorActor
@teigland.com 2008 12Liljeros 2006
Swedish hip hop artists
??Timbuktu
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Central connectors within one locationCentral connectors within one location
Bottleneck
Teigland 1998
Surprise!!
Stockholm
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Stockholm
London
Brussels
HelsinkiMadrid
Copenhagen
Boundary spanners between locationsBoundary spanners between locations
Transferred from
Stockholm
Teigland 1998
San Francisco
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Trust & reciprocity are essential for
knowledge exchange in
networks
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San Francisco
Stockholm
London
Brussels
Helsinki
MadridCopenhagen
Peripheral players between organizationsPeripheral players between organizations
Teigland 1998
Otherfirms
Electroniccommunities
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Dual loyalties
Loyalty Loyalty
Organization Professionalnetwork
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SEB
Ray-Adams & Sandberg 2000
Individuals between business firms Individuals between business firms Interlocking Interlocking
directorates of directorates of Sweden’s 110 Sweden’s 110 largest public largest public firms, 2000firms, 2000??
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What is the relationship What is the relationship between networks and between networks and
power?power?
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Uncovering networks in an organizationUncovering networks in an organization
Formal organizationFormal organization InformalInformal organizationorganization
Teigland et al. 2005
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How does informal power arise?How does informal power arise?
21Krebs 2004
Node 16 gains informal power, weakening the boss Node 15’s
power…
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How does informal power arise?How does informal power arise?
22Krebs 2004
……and now N16’s informal power is and now N16’s informal power is greater than the boss N15’s formal greater than the boss N15’s formal
powerpower
……and now N16’s informal power is and now N16’s informal power is greater than the boss N15’s formal greater than the boss N15’s formal
powerpower
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Betweenness•Control over what flows
in the network•How often are you on the shortest path between 2
individuals?
Closeness•Access to what flows in
the network•How quickly can you reach all others in the
network?
Your network position is related to power Your network position is related to power
23Krebs 2004
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Does performance differ Does performance differ based on one’s based on one’s
networks?networks?
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BA
Two individuals with the same number of Two individuals with the same number of contacts…contacts…
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……but with very different access to resourcesbut with very different access to resources
BA
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Performance differs based on one’s networkPerformance differs based on one’s network
Firm AFirm A
Lowon-time
HighCreative
Highon-time
Low creative
Teigland 2003
Highcreative
VirtualVirtualcommunitycommunity
Firm BFirm B
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The strength of weak tiesThe strength of weak ties
Network A’sNetwork A’sknowledge knowledge
Network D’sNetwork D’sknowledge knowledge
Network B’sNetwork B’sknowledge knowledge
Network C’sNetwork C’sknowledge knowledge
Granovetter 1973
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……..you “hire” his or her network...you “hire” his or her network.
When you hire someone,… When you hire someone,…
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Two divisions within Sundlink (Öresund Two divisions within Sundlink (Öresund Bridge)Bridge)
Section 1 Section 2
Improved efficiency Improved efficiency over timeover time
Stagnant Stagnant performance over performance over
timetimeSchenkel & Teigland 2008
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More social get-togethers and coffee More social get-togethers and coffee breaksbreaks are are notnot the solution the solution
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““Managing” networks in your organization Managing” networks in your organization
BeforeBefore AfterAfter
Anklam & Welch 2005
1. Uncover networks1. Uncover networks
2. Analyze networks2. Analyze networks
3. Improve connectedness3. Improve connectedness
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Comparing performance across firmsComparing performance across firms
Teigland et al 2000
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Networking activities recognized and rewarded at individual and unit levels
Management support for informal and formal networking activities across internal and external boundariesBest practice task groupPersonal initiatives
Extensive socialization: personnel rotation, cross-office teams
A visionary organization − Clearly defined mission: ”To make technical contributions
for the advancement and welfare of humanity”− Supporting core values, e.g., teamwork, helpfulness− Company-wide goal of World’s Best Laboratory
Hewlett-Packard (1990s)Hewlett-Packard (1990s)
Teigland et al 2000
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Promote an open innovation attitudePromote an open innovation attitude
Not all the smart people work for us. We need to work with smart people inside and outside the
company.
The smart people in our field work for us.
If you create the most and the best ideas in the industry, you will
win.
If you make the best use of internal and external ideas, you
will win.
Closed attitude Open attitude
Chesborough 2003
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External networks are growing in External networks are growing in importance!importance!
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Other people around the world
Other employes around the world
Other employees in your country
Co-Workers
Friends
You
AlexEyal
Your managerRami’s manager
Hila
YaronYuval
Eduardo
Ed
Muriel
Peter
Frequent e-mails
Infrequent e-mails
Web 2.0 Collaboration
Large portion of Large portion of new ideasnew ideas and formal and formal collaboration relationships come from collaboration relationships come from external external
contactscontacts
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Facebook Fridays – Embracing social mediaFacebook Fridays – Embracing social media
•#1 Applications Lifecycle Management (ALM) & business mashup
•96 of Fortune 100 as customers•800 employees in 18 countries across globe
•One hour every Friday to Facebook to find fun and connect with co-workers, customers, family,
and friends
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Increasing job turnoverIncreasing job turnover
Time
Number of jobs
in lifetime
Estimated time at one organization in Silicon Valley:
~18 months
CNET 2000
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Why use these new social media tools? Why use these new social media tools?
Melcrum 10/07
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Myths and reality checks about networksMyths and reality checks about networks
I already know what is going on in my network Those who think they know their network the
best are usually the ones who know the least
To build networks, you have to communicate more
Networks can be strategically developed
We can’t do much to help informal networks Informal networks can be “managed”
through changing the organizational context
Adapted from Cross et al. 2002
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So, what does this mean for you?So, what does this mean for you?
An actor’s position in a social network, i.e., social capital, determines in part the actor’s opportunities and constraints
Casper & Murray 2002
German biotech
scientists
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What can you do?What can you do?What do your networks look like?What do your networks look like? Where do you sit?Where do you sit? With whom do you eat lunch?With whom do you eat lunch? With whom do you socialize?With whom do you socialize? To which communities, networks do you belong?To which communities, networks do you belong?
Build networks before you need them…Build networks before you need them… How are decisions made in your organization?How are decisions made in your organization? What information flows would you like to be in? What information flows would you like to be in? What resources will you need in the future?What resources will you need in the future? Whom should you get to know?Whom should you get to know?
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Develop participation in a variety of Develop participation in a variety of networks networks
Strong Strong tiesties
Weak Weak tiesties
Outside Outside organizatioorganizatio
nn
Inside Inside organizatioorganizatio
nn
SOCNET
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Start your own networkStart your own network
Swedish International Swedish International Business School Alumni Business School Alumni
Network (SIBSAN)Network (SIBSAN)
Stanford Stanford GSB GSB
Alumni Alumni Club Club
Nobel Laureates Nobel Laureates
Political LeadersPolitical Leaders
Stanford
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But…….But…….
““Lika barn leka bäst”Lika barn leka bäst”People find similar people attractive and People find similar people attractive and
develop relations with people like develop relations with people like themselves themselves
Our networks tend to be Our networks tend to be homogeneoushomogeneous and and not heterogeneousnot heterogeneous
Marsden 1987, Burt 1990Marsden 1987, Burt 1990
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Go meet someone different Go meet someone different
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Make yourself easy to find -Make yourself easy to find -Create a live CVCreate a live CV
Blog Blog −blogger, livejournal, blogger, livejournal,
typepad, wordpress, typepad, wordpress, etc.etc.
Social softwareSocial software−LinkedInLinkedIn−ShortcutShortcut−ecademyecademy
MediaMedia−Slideshare.netSlideshare.net−Flickr.comFlickr.com−YouTube.comYouTube.com
@teigland.com 2008 4848tschaut’s photostschaut’s photos
ContributioContributionn
ReciprocitReciprocityy
AccumulationAccumulation
ValueValue
The positive spiral of social networksThe positive spiral of social networks
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Thanks and Thanks and see you in world!see you in world!
Karinda RhodeKarinda Rhode
aka Robin Teiglandaka Robin [email protected]@hhs.se
www.knowledgenetworking.www.knowledgenetworking.orgorg
www.slideshare.net/www.slideshare.net/eteigland eteigland
Thanks and Thanks and see you in world!see you in world!
Karinda RhodeKarinda Rhode
aka Robin Teiglandaka Robin [email protected]@hhs.se
www.knowledgenetworking.www.knowledgenetworking.orgorg
www.slideshare.net/www.slideshare.net/eteigland eteigland
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References and acknowledgementsReferences and acknowledgements Books
− Barabási, Linked: The New Science of Networks. Perseus, 2002− Castells, The Rise of the Network Society. Blackwell, 2000− Cross & Parker, The Hidden Power of Social Networks. Harvard
Business School, 2004− Gladwell, The Tipping Point. Abacus, 2001− Scott, Social Network Analysis. Sage, 2000− Teigland, Knowledge Networking, SSE, 2003− Teten & Allen, The Virtual Handshake. American Management Assoc.,
2007 Homepages
− Stephen Bird, people.bu.edu/sbird− Steve Borgatti, www.socialnetworkanalysis.com− Rob Cross, www.robcross.org− International Network for Social Network Analysis
http://www.insna.org/− David Krackhardt, www.andrew.cmu.edu/user/krack/index.shtml− Valdis Krebs, www.orgnet.com− Fredrik Liljeros, www.sociology.su.se/home/Liljeros/index.html− James Moody,
www.soc.duke.edu/~jmoody77/presentations/index.htm − Giancarlo Oriani, www.informalorg.eu (In Italian)− Barry Wellman, www.chass.utoronto.ca/~wellman/
Books− Barabási, Linked: The New Science of Networks. Perseus, 2002− Castells, The Rise of the Network Society. Blackwell, 2000− Cross & Parker, The Hidden Power of Social Networks. Harvard
Business School, 2004− Gladwell, The Tipping Point. Abacus, 2001− Scott, Social Network Analysis. Sage, 2000− Teigland, Knowledge Networking, SSE, 2003− Teten & Allen, The Virtual Handshake. American Management Assoc.,
2007 Homepages
− Stephen Bird, people.bu.edu/sbird− Steve Borgatti, www.socialnetworkanalysis.com− Rob Cross, www.robcross.org− International Network for Social Network Analysis
http://www.insna.org/− David Krackhardt, www.andrew.cmu.edu/user/krack/index.shtml− Valdis Krebs, www.orgnet.com− Fredrik Liljeros, www.sociology.su.se/home/Liljeros/index.html− James Moody,
www.soc.duke.edu/~jmoody77/presentations/index.htm − Giancarlo Oriani, www.informalorg.eu (In Italian)− Barry Wellman, www.chass.utoronto.ca/~wellman/