Six Myths About Informal Networks -- and How to Overcome Them

@article{Cross2002SixMA,
  title={Six Myths About Informal Networks -- and How to Overcome Them},
  author={Rob Cross and Nitin Nohria and Andrew Parker},
  journal={MIT Sloan Management Review},
  year={2002},
  volume={43},
  pages={67-75}
}
Over the past couple of decades, management innovations have pushed companies toward the ideal of the "boundaryless" organization. As a result of these changes, formal reporting structures and detailed work processes have a much diminished role in the way important work is accomplished. Instead, informal networks of employees are increasingly at the forefront, and the general health and "connectivity" of these groups can have a significant impact on strategy execution and organizational… 

A bridge between worlds: understanding network structure to understand change strategy

A number of scholars are exploring district and site relations in organizational change efforts in the larger policy context of No Child Left Behind. These studies suggest the importance of the

Psychological Contracts and Informal Networks in Organizations: The Effects of Social Status and Local Ties

Informal social networks in organizations shape how employees understand their employment relationship. Networks can aid or undercut HR efforts to promote psychological contracts that benefit both

Informal corporate networks

TLDR
Informal corporate networks especially from the view point of employees who recently joined a company, ways to create informal corporate networks and potential benefits of these networks regarding the company and the employee are described.

The Focused Organization of Advice Relations: A Study in Boundary Crossing

TLDR
This paper examines how identification with particular social foci within organizations influences the propensity of advice-seeking ties to crosscut the boundaries of organizational subunits and proposes and test a theory of relationship formation based on the strength of organizational members' identification withsocial foci.

Response: Spreading the “Tone at the Top” Throughout the Organization

Many thanks to Dov Fischer and Hershey Friedman, the authors of “Psalms: Lessons for a ‘Tone at the Top’ Based on Trust and Justice,” for a very interesting and timely article. I am pleased that my

Knowledge sharing through informal networking: an overview and agenda

TLDR
The fragmented academic discussion of the notion of informal networking is reviewed, thereby focusing on how these relationships emerge initially and what conditions are required to make them a mutually fruitful and sustainable channel of the transfer of information and knowledge.

Accountants ’ proactivity in intra-organisational communication networks : A strong structuration perspective

Purpose The paper provides insights into the importance of accountants’ networks, the parties who comprise those networks and how accountants go about building and maintaining their communication

Accountants’ proactivity in intra-organisational networks: a strong structuration perspective

Purpose The purpose of this paper is to provide insights into the importance of accountants’ networks inside organisations, the parties who comprise those networks and how accountants go about

What Managers Think of Informal Networks and Knowledge Sharing by Means of Personal Networking

TLDR
This paper investigates whether managers share work-specific knowledge with informal contacts within and outside organisational boundaries; and what do they think is the importance of this knowledge collaboration in their learning and performance.

A Mathematical Model of Network Structures and Its Implications for Organizational Downsizing

TLDR
It is argued that the differences in the implementation and strategy of downsizing can determine whether it will affect existing networks and the conditions within which the existing network structure will change according to the changes in the number of organizational members.
...

References

SHOWING 1-9 OF 9 REFERENCES

Organizational Learning and Communities-of-Practice: Toward a Unified View of Working, Learning, and Innovation

Recent ethnographic studies of workplace practices indicate that the ways people actually work usually differ fundamentally from the ways organizations describe that work in manuals, training

Assessing the political landscape: Structure, cognition, and power in organizations.

David Krackhardt Comell University This paper argues that an accurate cognition of informal networks can itself be a base of power, above and beyond power attributable to informal and formal

The Social Networks of High and Low Self-Monitors: Implications for Workplace Performance

This article examines how different personality types create and benefit from social networks in organizations. Using data from a 116-member high-technology firm, we tested how self-monitoring

Toward a Collaborative Organizational Context: Supporting Informal Networks in Knowledge Intensive Work,

  • 2001