Abstract
This paper describes an Enterprise Social Analytics Dashboard (ESAD) to support human capital management, competence valorization, diversity management, and early detection of potential problems within large, networked organizations. The system can be used by managers for career promotion, team building, and diversity management, as well as by company’s social analysts, to monitor social behaviors and information flow in the workplace. Toward this end, we defined a measure of informal leadership which draws on organization theory and on a computational model based on multiplex networks. This model, along with a social network analysis toolkit developed in the context of the present study, enabled the systematic empirical analysis of social behaviors in a three-year dataset of message threads exchanged within a large multinational enterprise, as a function of gender, time, roles, and discussed topics. The results of our empirical analysis demonstrate the power of social analytics in organizations as a tool for human capital management, competence valorization, and early detection of potential problems. Our study clearly shows that Enterprise Social Networks are a favorable environment to highlight women’s leadership qualities and intermediary abilities. The ESAD offers innovative features, such as a sociologically motivated leadership model based on multiplex networks, text mining, and text classification techniques, to extract relevant discussion topics.
Highlights
Introduction published maps and institutional affilSocial media is increasingly implemented in work organizations as tools for communication among employees [1,2]
As further stated in Reference [14], network leadership is more about influence than control, requiring leaders to create a work environment based on autonomy, empowerment, trust, sharing, and collaboration, where empowerment is defined as the management practice of sharing information, rewards and power with the employees
Default or Tuned Value α1, Equation (1), Section 5 to control the weight of leadership centrality rank in the computation of the Network Leadership Rank α2, Equation (1), Section 5 to control the weight of brokerage rank in the computation of the Network Leadership Rank π1, π2, Equation (3), Section 5.2 to control the importance of comments π3, π4, Equation (7), Section 5.2 to control the importance of trust
Summary
As we already remarked in the introduction, to the best of our knowledge, few studies have been published on the analysis and exploitation of data extracted from enterprise social platforms [11]. As further stated in Reference [14], network leadership is more about influence than control, requiring leaders to create a work environment based on autonomy, empowerment, trust, sharing, and collaboration, where empowerment (https://businessjargons.com/empowerment.html, accessed on 1 September 2021) is defined as the management practice of sharing information, rewards and power with the employees This quality is considered to be an important indicator of leadership skills in communities [15], in order to foster a greater responsibility of employees through knowledge sharing and participation in decision processes and problem solving. With reference to our previous survey of sociological literature, we note that eigenvector centrality measures (such as PageRank), rather than counting the number of direct ties of individuals, as for the centrality degree, assign a higher value to connections with other prominent actors It has been noted in organization studies that this type of “borrowed” centrality avoids the perils of too many ties to maintain [13]. The authors in Reference [32] analyze Tuenti
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