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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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Items 301–400 of 999
Sun, H. R., Zhang, Y., Wang, Y., Li, L., & Sheng, Y. (2015) · Transport Policy · doi:10.1016/j.tranpol.2015.01.006 · Cited by 55
The Integration of People and Networks
Kilduff, M. J., & Lee, J. W. (2019) · Annual Review of Organizational Psychology and Organizational Behavior · doi:10.1146/annurev-orgpsych-012119-045357 · Cited by 53
Self-citationProvan, K. G., Harvey, J., & de Zapien, J. G. (2005) · Journal of Health Organization and Management · doi:10.1108/14777260510629706 · Cited by 55
A longitudinal study of evolving networks in response to natural disaster
Abbasi, A., & Kapucu, N. (2015) · Computational and Mathematical Organization Theory · doi:10.1007/s10588-015-9196-7 · Cited by 54
“…lens and an analytical tool for discovering the patterns of communications and its dynamics in crisis situations (Kapucu et al. 2010; Abbasi et al. 2010; Durland and Fredericks 2002; Kilduff and Tsai 2003; Mandell and Keast 2007; Provan et al. 2005; Varda et al. 2009; Abbasi and Kapucu 2012).”
Sedita, S. R., & Blasi, S. (2021) · RePEc: Research Papers in Economics · doi:10.1002/csr.2187
Analysing customer behaviour in mobile app usage
Chen, Q., Zhang, M., & Zhao, X. (2017) · Industrial Management & Data Systems · doi:10.1108/imds-04-2016-0141 · Cited by 57
“Centrality refers to the extent to which a node lies in the centre of a network and reflects its importance in the network (Kilduff and Tsai, 2004).”
BackgroundMethodInfluentialManagement von Netzwerkorganisationen – Zum Stand der Forschung
Sydow, J. (2010) · Gabler Verlag eBooks · doi:10.1007/978-3-8349-8593-4_12 · Cited by 53
Leonard, A., Mehra, A. K., & Katerberg, R. (2008) · Journal of Organizational Behavior · doi:10.1002/job.488 · Cited by 53
Paquin, R. L., & Howard-Grenville, J. A. (2009) · Edward Elgar Publishing eBooks · doi:10.4337/9781848449060.00014 · Cited by 52
“Goal-driven networks are characterized by the presence of an administrative member which “acts as a broker to plan and coordinate the activities of the network as a whole” (Kilduff & Tsai, 2003: 89).”
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Perry, M. B. (2019) · Journal of Quality Technology · doi:10.1080/00224065.2019.1571343 · Cited by 52
“A simple way to assess the hierarchical tendency of a digraph is to examine the relationship between its reciprocal and transitive tendencies; for example, see Kilduff and Tsai (2003).”
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Wang, L., & Cotton, R. (2017) · Human Resource Management · doi:10.1002/hrm.21856 · Cited by 52
Bess, K. D. (2015) · American Journal of Community Psychology · doi:10.1007/s10464-015-9715-1 · Cited by 50
“…suggests that status differentials between coalition participants and non-participants are likely to reflected in increased network hierarchy and increased indegree centrality and low outdegree centrality of coalition participants compared to non-coalition participants (Kilduff and Tsai 2003).”
BackgroundMethodResultInfluentialBack to the Future: Using Organization Design Theory for Effective Organizational Networks
Kenis, P., & Raab, J. (2020) · Perspectives on Public Management and Governance · doi:10.1093/ppmgov/gvaa005 · Cited by 54
“We also thank Stas Vlasov for his assistance in administering the questionnaire and putting together the data set. nloaded from https://academ ic.oup.com /ppm g/article/3/2/109/5728879 by guest on 14 January 2021 networks (Kilduff and Tsai 2003).”
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Moshtari, M., & Vanpoucke, E. (2020) · Journal of Supply Chain Management · doi:10.1111/jscm.12243 · Cited by 48
“On the other hand, these weak links also require fewer commitments (Kilduff & Tsai, 2003) but may play important bridge functions in the network (Granovetter, 1983) and create flexibility in interacting with multiple weak ties.”
BackgroundJames, K. E. (2011) · Journal of Organizational Behavior · doi:10.1002/job.782 · Cited by 50
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“and e.g. Burt (1995; 2004); Granovetter (1973; 1985); Uzzi (1997); Podolny (2001); Kilduff and Tsai (2003) for social networks.”
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“One would expect that as a goal-directed network, the FSP would develop a coreperiphery structure (Kilduff and Tsai 2003) and become more centralized.”
BackgroundProfessional Networks and Street-Level Performance
Siciliano, M. D. (2015) · The American Review of Public Administration · doi:10.1177/0275074015577110 · Cited by 50
Baker, V. L., Pifer, M. J., & Flemion, B. (2013) · The Journal of Higher Education · doi:10.1080/00221546.2013.11777298 · Cited by 48
“…developmental network approach, rooted in social network theory and originated in organizational studies, learning occurs as a result of social interaction with individuals in a given social network, organization, or other context (ibarra, kilduff, & tsai, 2005; kilduff & Tsai, 2003; Kram, 1985).”
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“Similarly, a core team’s shared mental model of team membership could support boundary work; this is in keeping with the idea that expectations about what relationships should be can lead to interaction patterns that map onto those expectations (Kilduff and Tsai, 2003: 70–79).”
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“While this is done for different reasons, in general it could be argued that companies willing to participate in open source cooperation enhance their prospects for participation in those sustainable learning and innovation processes which lead to growth ( Kilduff and Tsai, 2003”
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“…in the network or through mandate, and evolve largely through conscious efforts to build co-ordination and encourage informal interaction (Agranoff & McGuire, 2003; Imperial, 2005; Kilduff & Tsai, 2003; Lemieux-Charles et al., 2005; Provan & Kenis, 2008; Provan & Milward 1995; Provan et al., 2004).”
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“%) or, to a lesser degree, an emergent approach (23%), a classical distinction in management studies (Kilduff and Tsai 2003).”
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“Viewing schools as organizations and education as an institutional setting characterized by significant uncertainty, the organizational (e.g., Kilduff & Tsai, 2003) and educational literature suggests that educators use their social networks to inform their practice (e.g., Coburn, Mata, & Choi…”
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“This study was framed within and motivated by social network and community approaches to change that are aimed at scaling reforms across an enterprise more broadly (Daly, 2010; Kezar, 2013; Kilduff & Tsai, 2003; Nohria & Eccles, 1992; Trowler, 1998; Valente, 1995).”
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“In this paper, we will follow this view and regard social capital as an overarching theoretical framework that links several of the conceptual approaches in social network research (Kilduff and Tsai, 2003).”
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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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