Organizational Learning by 'Segmented Networks'

Abstract

Researchers have long argued that a “right” degree of closeness among team members is necessary for innovation. At unhealthy extremes, while closeness leads to cloning and copycat attitude, increased distance can result in incompatibility and dissonance. Hence, actually building teams that possess “creative-tension” is easier said than done. This chapter develops specific factors that conceptualize an “optimum” distance (vis-à-vis closeness) in teams and later extends the factors to argue for a novel organizational form, the “segmented network.”