Application of ONA in Change Management – Empirical Research in Energy Industry

Szarek, Anna

doi:10.7172/1644-9584.64.8

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2017

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“…Five of them were connected to the usage of human capital [Mosadeghrad, Ansarian 2014]. There appears the first pieces of research which prove that even human capital at the highest level of quality does not guarantee the proper exploitation of competencies without appropriate social capital completing human capital [Szarek 2016;2017].…”

Section: Introductionmentioning

confidence: 99%

Influence of Ledaers’ Social Capital on Change Implementation

Szarek¹

2017

Prace Naukowe Uniwersytetu Ekonomicznego we Wrocławiu

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The article, based on empirical research in one of the production and service companies acting in energy industry, develops the introductory implications on how social capital of change leaders is linked to the effectiveness of change implementation. Using organisational network analysis the author examines influence of social capital of change leaders in the area of real work flow during change implementation and open communication flow on change effectiveness. One finds that ties among change leaders in those two dimensions have distinct change effectiveness effects. In broaden aspect, findings have major implications on change management research and imply further research in this matter to be conducted by the author.

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Section: Introductionmentioning

confidence: 99%