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Quality & Quantity
Erschienen in: Quality & Quantity 4/2014

01.07.2014

Informal ties in organizations: a case study

verfasst von: Marco D’Errico, Silvana Stefani, Anna Torriero

Erschienen in: Quality & Quantity | Ausgabe 4/2014

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Abstract

Network techniques are applied to a case study. The results show that using a joint approach can help in giving further insight into the analysis of informal ties in an organization. Special emphasis is given to centrality. The concept of mutual awareness, both on an individual and a global levels, is introduced and illustrated.
Vorheriger Artikel Bowling alone but tweeting together: the evolution of human interaction in the social networking era
Nächster Artikel Quantum models for decision making and opinion dynamics the role of the Lie algebras

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Fußnoten
1
Our concept of awareness differs from Chen et al. (2007) or Cross and Cummings (2004). Awareness is defined in Chen et al. (2007) as a competitor’s operating capacity compared with that of a focal firm. Awareness of another’s expertise in Cross and Cummings (2004) is the extent to which one person knows what another person knows.
 
2
The company is composed of: Ted (the owner); Alex and Anna (his daughters), Charly (Alex’s husband), Frank and Coch (consultants close to the family), Chin, Ary, Dominic, Four, Dellor, Taggy (external consultants), Jac (a new employee), Joan and Laura (secretaries), Sara (psychologist).
 
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Metadaten
Titel
Informal ties in organizations: a case study
verfasst von
Marco D’Errico
Silvana Stefani
Anna Torriero
Publikationsdatum
01.07.2014
Verlag
Springer Netherlands
Erschienen in
Quality & Quantity / Ausgabe 4/2014
Print ISSN: 0033-5177
Elektronische ISSN: 1573-7845
DOI
https://doi.org/10.1007/s11135-013-9862-0

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