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Social Networks and Organizations
Abstract
This book is a straight forward and simple guide to understanding the theory of network analysis. In offering comprehensive review of the literature in light of the use of Social Network Analysis, Kilduff et. al offer a clean and succinct analysis of various network measures as a tool for better understanding organizations. In particular, the book is especially adept in pointing out how measures of social network analysis have commonly been misused and how such measures need to be framed within a study to produce a meaningful results.
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“Also, social network ties are perforce, limited. This is because creating and maintaining social ties takes resources, such as time and cognitive load (Kilduff and Tsai 2003).”
From Enterprise System Implementation and Employee Job Performance: Understanding the Role of Advice Networks1 (2014) · cites this paper as Kilduff and Tsai 2003
In the citing paper
“we see social identification, the primary mechanism through which the processes enumerated in the foregoing sections operate, as foundational to all three forms of SC (cf.Ibarra et al. 2005;Kilduff and Cor-ley 1999;Kilduff and Tsai 2003;Tsai and Ghoshal 1998).”
From The Negative Effects of Social Capital in Organizations: A Review and Extension (2017) · cites this paper as Kilduff and Tsai 2003
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Serban, A., Yammarino, F. J., Dionne, S. D., Kahai, S. S., Hao, C., McHugh, K. A., Sotak, K. L., Mushore, A. B. R., Friedrich, T. L., & Peterson, D. R. (2015) · The Leadership Quarterly · doi:10.1016/j.leaqua.2015.02.006 · Cited by 89
“Through networks, entities gain information, exercise influence, and look for social support (Kilduff & Tsai, 2003).”
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“A first reason for this limited presence in the literature is that in those years the study of social networks was still in a developing phase in the organizational research (cf. Kilduff & Tsai, 2003).”
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Kim, J. (2016) · European Planning Studies · doi:10.1080/09654313.2016.1251882 · Cited by 85
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“Sometimes called “integrators,” these central actors act as linchpins for KAM activities: they coordinate activities, harmonize team efforts, and limit deviations from the overall goal of serving the buyer (Kilduff and Tsai 2003).”
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“Reciprocal relationships have been associated with increased opportunities to deepen knowledge and build communities of practice as well as potentially having a constraining effect on knowledge exchange (Honig & Ikemoto, 2008; Kilduff & Tsai, 2003; Lave & Wenger, 1991; Wenger, 1998).”
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Metadata
- Authors
- Kilduff, M., & Tsai, W.
- ORCID
- Kilduff, Martin
- Venue
- SAGE Publications Ltd eBooks
- Publisher
- SAGE Publications Ltd
- Published
- 2003
- OpenAlex
- W1510683253
- Cited by
- 1,581
- References
- 0
- Citations by year
- 2026: 10 · 2025: 32 · 2024: 50 · 2023: 72 · 2022: 47 · 2021: 85 · 2020: 84 · 2019: 90 · 2018: 85 · 2017: 72 · 2016: 89 · 2015: 113 · 2014: 105 · 2013: 97 · 2012: 90
- FWCI
- 6.80
- Type
- book
- Language
- en
- Open access
- closed
- Locations
- SAGE Publications Ltd eBooks (publishedVersion)
- VTechWorks (Virginia Tech) (submittedVersion)
- Topics
- Physical Sciences › Physics and Astronomy › Statistical and Nonlinear Physics › Complex Network Analysis Techniques
- Social Sciences › Sociology and Political Science › Social Capital and Networks
- Social Sciences › Decision Sciences › Information Systems and Management › Knowledge Management and Sharing
- Keywords
- social networks, organizations
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