Understanding Work Teams From a Network Perspective: A Review and Future Research Directions

Park, Semin; Grosser, Travis J.; Roebuck, Adam; Mathieu, John E.

doi:10.1177/0149206320901573

Cited by 66 publications

(82 citation statements)

References 153 publications

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“…When employees are committed to the strategy, "…they recognize that their efforts are an integral part of the organization's successful strategy implementation" [10]. It is the provision of information about the ongoing changes in the external environment as well as their impact on the company's internal environment; it is an opportunity to evaluate good and bad experience [11]. The need for change management should be planned and prepared together with the introduction of a new partnership-based model.…”

Section: Resultsmentioning

confidence: 99%

Partnership-based business modelling as an opportunity in the context of globalisation and as a challenge for business models

Vanags

Drinke

2021

SHS Web of Conf.

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Research background: Management of the complex reality - transformation to the world of the future- is often associated with discovering new directions in a company’s activities. One of these directions is the formation of beneficial partnerships aimed at working together to achieve certain goals, which in turn relate to necessary changes within the company. Change has become inevitable in every enterprise and phased management of change is becoming a daily component of administration and a part of company’s development: the speed, scale and complexity of change is increasing nowadays, and it is impossible to stop this flow. In this context it is very important to determine to what extent and in what aspects a company needs change. Purpose of the article: The aim of the research is to investigate what factors could influence and what aspects could be affected by reinventing the existing business model and establishing a new partnership-based business model within a company and what should be done to implement this change successfully. Research methods: literature analysis, semi-structured interviews and a survey. The research data was processed by continuous comparative analysis, using open coding, level 2 coding, content analysis method. Findings & Value added: the results drawn from this study could provide academics and practitioners with a better understanding of communication and change-readiness capabilities. This knowledge can then be applied to their strategies and management skills for the purpose of achieving partnership-based business model with success.

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Section: Resultsmentioning

confidence: 99%

Partnership-based business modelling as an opportunity in the context of globalisation and as a challenge for business models

Vanags

Drinke

2021

SHS Web of Conf.

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“…Multiple network constructs can be used to investigate the structural characteristics of a network. As indicated in previous studies [40,42], the network constructs can be divided into three different levels (node, dyad, and network level). Considering that the dyadlevel constructs are less frequently used, this study only coded most frequently employed constructs in the node and network levels, as shown in Table 8.…”

Section: Research Instrumentsmentioning

confidence: 99%

“…Considering that investigating interorganizational relations through surveys and interviews is prone to involving an individual's activities, future research can combine reports by multiple representative persons for determining organizational ties [115]. In viewing the difficulty in data triangulation, some state-of-the-art methodologies, such as wearable sensors and emotional facial recognition, can be employed [40].…”

Section: Future Research Directionsmentioning

confidence: 99%

Towards Complexity and Dynamics: A Bibliometric-Qualitative Review of Network Research in Construction

Cao

Shao

2020

Complexity

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Social network analysis (SNA) has gained increasing academic attention in the construction domain over the past two decades due to its capability to characterize the complexity and dynamics of interindividual and interorganizational interactions. To date, however, scant attempt has been made to develop an integrated framework to systematically review the diversified network research at different levels in this domain and to quantitatively characterize the evolution of related research interests and research instruments. This study aims to fill this gap by conducting a bibliometric-qualitative review based on 106 papers published from 1997 to 2020. Keyword cooccurrence analysis is employed to reveal the research foci, identify the research trends, and develop a comprehensive categorization framework, which classifies related research based on two interrelated dimensions: the type of network node (individual and organization) and the levelof network analysis (project level, corporate level, and industry level). The framework then facilitates further content analysis in terms of research topics, research designs, and research instruments. The results provide evidence that the research foci in this domain are generally moving towards addressing the complexity and dynamics of project-related relations at more diversified levels, in terms of not only research topics but also research instruments. Future research can be enriched by investigating the multiple types of dynamic interproject relationships, adopting state-of-the-art methodologies for network data collection and triangulation, and employing multiple SNA constructs and inferential statistical methods to reveal how complex networks coevolve and interact with actors’ behaviors as well as project and organizational outcomes.

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“…Finally, the study also contributes to the social network analysis approach since two different centrality indexes are considered: Degree centrality and betweenness centrality. In fact, if degree centrality is relatively commonly studied to measure how central a leader is in the team, the same is not true for betweenness centrality; this is recognized as a promising area in the field of team research from a social network perspective due to the observed mixed effects on leader and team outcomes (Park et al, 2020). Therefore, this study can shed some light on the explanation of the effects of leader’s centrality, both degree and betweenness, on his/her attitudes and perceptions about the team, considering both workflow and friendship ties maintained with team members.…”

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confidence: 99%

“…The interest in applying social network analysis to the study of leadership is widely recognized (Balkundi & Kilduff, 2006;Carter et al, 2015;Hoppe & Reinelt, 2010;Park et al, 2020). It is commonly agreed that the social network approach to leadership highlights the relational context where leaders are embedded, which could be defined by the relative position occupied by the leader within a social system and by the formal and informal ties established between the leader and each one of the actors of a given network.…”

mentioning

confidence: 99%

How does the Leader’s Centrality affect Team Performance Assessment? Testing the Role of Leader’s Satisfaction

2020

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The study aims to test how the association between leader’s centrality (outdegree and betweenness) in the group network, considering both workflow and friendship ties between leader and members, and the perception of team performance is mediated by the leader’s satisfaction with the team. The research included a total of 74 formal leaders of organizational teams from several organizations. Total, direct and indirect effects were calculated through the estimation of an OLS regression-based mediation model, controlling for team size. Results revealed that only leader’s outdegree and betweenness centrality in the team friendship network positively predicted the leader’s perception of team performance. In contrast to the predictions, a significant negative indirect effect of outdegree centrality of the leader within the team workflow network on the evaluation of group performance through leader’s satisfaction was observed. Also, both leader´s outdegree and betweenness centrality levels in the friendship network were shown to have a positive effect on leader’s assessment of team performance through leader’s satisfaction with the team. Overall, findings point to the negative effects of leader’s centrality in the workflow team network and the positive effects of leader’s centrality in the friendship team network on his/her attitudes toward the team. The effects of the more or less central position of the leader within each of the group networks are discussed.

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Understanding Work Teams From a Network Perspective: A Review and Future Research Directions

Cited by 66 publications

References 153 publications

Partnership-based business modelling as an opportunity in the context of globalisation and as a challenge for business models

Partnership-based business modelling as an opportunity in the context of globalisation and as a challenge for business models

Towards Complexity and Dynamics: A Bibliometric-Qualitative Review of Network Research in Construction

How does the Leader’s Centrality affect Team Performance Assessment? Testing the Role of Leader’s Satisfaction

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