Organizational Network Analysis Research Articles

Stakeholders and social networks identify potential roles of communities in sustainable management of invasive species

Identifying stakeholders and analysing the pattern of relationships among them are important steps toward collaborating with individuals and groups for collective action. The process of stakeholders’ communication can be understood by interpreting the structure of the network in which stakeholders operate. Our study attempted to identify stakeholders, determine the structure of their relationships through a social network analysis and examine how network structure could aid collaborative efforts towards invasive species management. We used organizational network analysis, a web-based program, to collect network data for conservation groups on Waiheke Island, New Zealand. Response rate was 47% of the 103 contacts made and thirty-five conservation groups were identified. Results revealed low density, high non-reciprocity, and high centrality among a few stakeholders in the network suggesting a non-cohesive network. We identify how influential stakeholders could carefully initiate and strengthen collaborations that might lead to collective invasive species management action after a thorough examination of mandated, funded or shared interest relationships.

Exploratory Social Network Analysis of Stakeholder Organizations Along the Illinois and Michigan Canal National Heritage Corridor

In 1984, the Illinois and Michigan Canal National Heritage Corridor was established as the first heritage area in the United States. In 2006, the United States Congress designated the Canal Corridor Association as the coordinating entity for the corridor. In 2011, the Canal Corridor Association finalized a master plan detailing six areas of concern: boundaries, conservation, education, heritage, recreation, and tourism. To facilitate stakeholder coordination and plan implementation, an exploratory social network analysis of stakeholder organizations within the corridor was employed. Social network analysis is used to detect and interpret patterns of social ties among actors in complex systems. Using Gephi for visualization, and network metrics and modeling, we identified the relationships among actors. The Canal Corridor Association was the most highly connected organization and several other stakeholder organizations emerged as important in the network. These data are an important step for understanding information diffusion, cooperation, coordination efforts and social-ecological resilience for the Canal Corridor Association. Further research is needed to explore this network and its social dimensions. Subscribe to JPRA

WPŁYW KAPITAŁU SPOŁECZNEGO LIDERÓW NA SKUTECZNOŚĆ WDRAŻANIA ZMIAN

The article, based on empirical research in one of the production and service companies acting in energy industry, develops the introductory implications on how social capital of change leaders is linked to the effectiveness of change implementation. Using organisational network analysis the author examines influence of social capital of change leaders in the area of real work flow during change implementation and open communication flow on change effectiveness. One finds that ties among change leaders in those two dimensions have distinct change effectiveness effects. In broaden aspect, findings have major implications on change management research and imply further research in this matter to be conducted by the author

Using the organizational network analysis to build competitiveness on the example of enterprise energy sector

Contemporary organizations operate in dynamic, complex markets. One of the directions of their development is the increase of competitiveness level. This level must be based on factors for building competitive advantage, clear for the given organization, or, in a broader sense, based on general conditions for the increase of competitiveness. One of these directions could be innovation, which would lead to development and the gaining of new markets. Being innovative depends on the ideas and their implementation. This in turn depends on knowledge, primarily tacit knowledge, which is associated with the employees. To identify it, and next lead to its diffusion and application, the organization must learn the dependencies in which employees function, and match to them certain actions that would result in the increase of innovation potential. The learning of the actual relations is possible with the application of the organizational network analysis. This paper presents an example of applying organizational networks in an enterprise, on the basis of a conducted study. The results suggest that such tools are useful and that the organization, after the interventions it launched, achieves in the analyzed area a level of competitiveness higher than in other areas.

Has the Elite Foundation Agenda Spread Beyond the Gates? An Organizational Network Analysis of Nonmajor Philanthropic Giving in K–12 Education

Previous research focusing on major philanthropic foundations suggests that these actors have collectively converged around a set of jurisdictional challengers promoting market-based education reforms. Using correspondence analysis, network analysis, and geographic information science, this article empirically tests whether this convergence has permeated to less prominent foundations and their grantees, or if these foundations are pursuing alternative organizational strategies to shape K–12 outcomes. The analysis draws from a sample of 15 nonmajor foundations and their 1,069 grantees serving some aspect of K–12 education in 2010. We find that nonmajor foundations have adopted some elements of major foundations’ organizational strategies to influence K–12 education but that their strategies are heterogeneous and reflect both challenges to—and opportunities for—a more varied and democratic structure of policy making.

Minding the Gap: Networks of Animal Welfare Service Provision

This research focuses on public service provision in the context of an important emerging urban policy issue: increasing numbers of roaming animals in distressed cities in the United States. The case of urban animal welfare policy illustrates a policy domain that relies heavily on informal networks of nonprofit organizations for service provision. How these networks function and the interaction between nonprofit and public entities says much about how cities will be able to respond to increasingly changing policy environments. Based on survey and network analysis of organizations involved in animal welfare service provision in Detroit, the following conclusions are drawn: Urban animal welfare services are much broader than simple animal “control” and encompass the physical, behavioral, and emotional well-being of animals; less common aspects of animal welfare services evidence the highest levels of cooperation; a fragmented network of nonprofit rescues and public entities is providing animal welfare services in the City of Detroit although nonprofit providers dominate; and collaborative service networks vary greatly in size, density, and composition depending on different aspects of services provided.

Cracking the code of process safety culture with organizational network analysis

Organizations in the chemical process industry invest considerable amounts of time and resources managing change and implementing best practices to maintain safe operations and achieve operational objectives. Consequently, most executives and senior managers responsible for performance rely on formal organizational structure to achieve these objectives. However, front line employees responsible for ensuring safe operation of hazardous chemical processes are often influenced more by the informal than the formal organization in their daily activities. The dynamics of informal networks among workers are critical determinants of strong operational discipline (OD), process safety culture, and business performance. Yet, organizational social networks are often overlooked or not well understood by management. We discuss how organizational network analysis may improve our understanding of process safety culture. We also share results from our exploratory study that used a novel survey instrument to measure OD at the individual level in conjunction with a social network survey indicating interaction for the exchange of job task information and process safety advice, respectively. © 2015 American Institute of Chemical Engineers Process Saf Prog 35: 276–285, 2016

Improving referrals and integrating family planning and HIV services through organizational network strengthening.

The service needs of people with human immunodeficiency virus (HIV) in low-income settings are wide-ranging. Service provision in a community is often disjointed among a variety of providers. We sought to reduce unmet patient needs by increasing referral coordination for HIV and family planning, measured as network density, with an organizational network approach. We conducted organizational network analysis on two networks in sub-cities of Addis Ababa, Ethiopia. There were 25 organizations in one sub-city network and 26 in the other. In one of them we sought to increase referrals through three network strengthening meetings. We then conducted the network analysis again in both sub-cities to measure any changes since baseline. We also quantitatively measured reported client service needs in both sub-cities before and after the intervention with two cross-sectional samples of face-to-face interviews with clients (459 at baseline and 587 at follow-up). In the sub-city with the intervention, the number of referral connections between organizations, measured as network density, increased 55%. In the control community, the density decreased over the same period. Reported unmet client service needs declined more consistently across services in the intervention community. This quasi experiment demonstrated that (1) an organizational network analysis can inform an intervention, (2) a modest network strengthening intervention can enhance client referrals in the network, (3) improvement in client referrals was accompanied by a decrease in atient-reported unmet needs and (4) a series of network analyses can be a useful evaluation tool.

Social capital and collective identity in the local food movement

Social movement actors are seeking alternatives to the highly industrialized, global food system through alternative agri-food initiatives to counter the conventional practices of the industrial food system. Many of these initiatives have proven successful. Social movement researchers have documented the importance of the roles and services social movement organizations provide for movement constituents to realize their success, emphasizing human and financial capital as key components for mobilizing collective action. Researchers have also documented the value of interorganizational networks, and the benefits of collaboration to expand the share of resources, and perhaps more importantly design social movement frames to direct collective action for social change. However, what local food movement research has yet to address are some of the potential barriers that minimize collaboration among organizational leaders as it relates to social capital and collective identity. This paper takes a cross-sectional network analysis of social movement organizations working to increase the sustainability of various areas within the local food system in Marin County, California, a historically agricultural region serving a number of urban communities. Findings from the mixed-methods research reveal evidence of collective identity and social capital as enhancing collaboration among particular types of organizations while reducing potential collaboration among and between other social movement organizations. By analysing the collective identity and dichotomous nature of social capital among social movement organizations, this research contributes a clearer understanding of the existing gaps for increasing the sustainability of a local food system.

Unpacking commercial sector opposition to European smoke-free policy: lack of unity, ‘fear of association’ and harm reduction debates

ObjectiveTobacco companies have made extensive efforts to build alliances against comprehensive smoke-free legislation. This article analyses the interaction between actors who opposed the development of the European Council Recommendation on...

Evaluación de procesos comunitarios y análisis de redes inter-organizativas: elementos para mejorar la efectividad de las intervenciones comunitarias

El propósito de este artículo es investigar la conexión existente entre el Sentido Psicológico de Comunidad, la Participación Comunitaria y el análisis de redes organizativas, examinando la influencia que dichos enfoques ejercen en los niveles de análisis individual, organizativo y comunitario. Para alcanzar este objetivo, ofrecemos una revisión de la literatura en las tres perspectivas y, a continuación, se analiza el modo en que quedan articulados con los distintos niveles de análisis. Finalmente, exponemos algunas aportaciones que la aplicación de un enfoque ecológico multinivel puede tener para mejorar la efectividad de las intervenciones comunitarias.

Older persons mental health in rural Australia: testing a model for integration

Introduction and problem: There is significant unmet need for mental health care for older persons in Australia, with those living in rural communities particularly disadvantaged in terms of availability and access to services. Linkages and collaboration between health and social services has been advocated in national policies, though integrated primary mental health care for older people in the Australian context remains problematic. Purpose and theoretical basis: A participatory research project is being undertaken (October 2013-January 2015) to test a network model to plan and manage the development of integrated primary mental health care for older people, with one rural region in South Australia as a case study. The theoretically informed model [1,2] consists of components (linkages and enablers) and processes (facilitated reflective practice) with the aim to optimize problem solving in situ. The testing of the model is to ascertain if the process of facilitated reflection can help participating organizations to improve integration. Method: A mixed methods case study approach included analysis of the policy context and Organizational Network Analysis to determine the structure and function of links between services, and barriers and enablers to effective linkages. Consumers and their carers will also be interviewed to explore client journeys to care. Meetings are being held over the course of the project for stakeholders (champions and managers) from a range of relevant organizations to reflect on the data. World Congress on Integrated Care 2014, Sydney, November 23-26, 2014. International Journal of Integrated Care – Volume 14, 8 December – URN:NBN:NL:UI:10-1-116607– http://www.ijic.org/ Findings and Conclusion: Early results suggest that the reflective process is effective in engaging stakeholders in identifying problems in the network and participating in the development of solutions at the local level. Formalized processes to support integration however are lacking, with a fragmented policy and funding context creating an unsupportive authorizing and resourcing environment. Three levels appear to impact on how the network is functioning: 1. Local level linkages; 2. Management level linkages; 3. Policy and funding. Implications of emerging findings on the development of sustainable integration of services for older people with mental health issues will be discussed.

English

This paper aims to contribute to filling the knowledge gap on practical, non-vague recommendations how to design a learning organization, usingthe analysis of organizational network structure in the context of organizational learning. We draw on the importance of organizational design as an enabler of organizational learning. We usea research case study approach as an empirical background. We apply organizational network analysis in order to describe how network density, reciprocity, reachability, blocks and cut-points as well as design efficiency – effectiveness balance can promote support and enable learning. We define practical implications for managers on how to manage work and knowledge flows in their organizations.

Stakeholder communication in service implementation networks: expanding relationship management theory to the nonprofit sector through organizational network analysis

Nonprofits increasingly participate in government‐funded service implementation networks (SINs). However, extant research does not explore how organizations might strategically tailor communication to different stakeholder groups or use different communication tools for management. Stakeholders are not a monolithic group, and communicating with stakeholders within SINs is hypothesized to involve different forms of communication than communicating with stakeholders outside of the network. In this paper, relationship management theory is used to examine strategic communication with stakeholder groups within and outside of SINs. Both traditional and emergent (e.g., social media) forms of communication are examined. Survey and interview data on communication within and outside communication networks are analyzed using organizational network analysis techniques. The findings indicate strategic communication in the network differs from strategic communication with stakeholders outside the network. Within the network, organizations place varying emphasis on the use of traditional and emergent forms of communication for management, implying nonprofit managers funded under government grants continue to rely on face‐to‐face and phone communication and have yet to adopt emerging communication strategies to assist in the management of their programs with their partner organizations.Copyright © 2014 John Wiley & Sons, Ltd.

Trailing organizational knowledge paths through social network lens: integrating the multiple industry cases

Purpose – This study aims at analyzing the features of knowledge flow and the role-specific nodes in knowledge networks among individuals and business units of six organizations in different industries, and suggesting prescriptions to prevent the organizational knowledge sclerosis. Design/methodology/approach – This research conducts multiple case studies on the organizational knowledge paths of six companies in the multiple industries through social network analysis (SNA) tool developed by the authors of this paper. Findings – This study provides four major findings which shed a new light on how to comprehend the features of knowledge flow and the role-specific nodes in knowledge networks in organizations: the within-business unit knowledge flows are more dominant over the inter-business units knowledge flow; the downward knowledge flows are dominant over the horizontal and upward knowledge flows in the management levels; distributions of knowledge owners and providers are like L-shape and the gap between knowledge owing and providing expands as the management levels go up; and the top 20 percent people in an organization dominate over a large portion of the knowledge brokerage activities. Research limitations/implications – Cultural difference issue might arise because data collection was limited to Korean organizations. Therefore, the findings from this study needs to be cautiously interpreted considering the cultural difference/deeper understanding of the organizational knowledge paths through social network lens can make it possible for more context-specific KM strategies (e.g. suitable for a specific functional unit, management level, or industry type) to be identified and implemented. Practical implications – Managers can have a solid grasp about knowledge flows and knowledge node roles in their organization through social network analysis in order to facilitate the knowledge transfer and eliminate the knowledge link lapse in organizations. Originality/value – This study could be a stepping stone for further empirical research since it expanded the level of organizational knowledge network analysis from individual and team to inter-unit and inter-management level through the block modeling analysis of knowledge network.

Integration opportunities for HIV and family planning services in Addis Ababa, Ethiopia: an organizational network analysis

BackgroundPublic health resources are often deployed in developing countries by foreign governments, national governments, civil society and the private health clinics, but seldom in ways that are coordinated within a particular community or population. The lack of coordination results in inefficiencies and suboptimal results. Organizational network analysis can reveal how organizations interact with each other and provide insights into means of realizing better public health results from the resources already deployed. Our objective in this study was to identify the missed opportunities for the integration of HIV care and family planning services and to inform future network strengthening.MethodsIn two sub-cities of Addis Ababa, we identified each organization providing either HIV care or family planning services. We interviewed representatives of each of them about exchanges of clients with each of the others. With network analysis, we identified network characteristics in each sub-city network, such as referral density and centrality; and gaps in the referral patterns. The results were shared with representatives from the organizations.ResultsThe two networks were of similar size (25 and 26 organizations) and had referral densities of 0.115 and 0.155 out of a possible range from 0 (none) to 1.0 (all possible connections). Two organizations in one sub-city did not refer HIV clients to a family planning organization. One organization in one sub-city and seven in the other offered few HIV services and did not refer clients to any other HIV service provider. Representatives from the networks confirmed the results reflected their experience and expressed an interest in establishing more links between organizations.ConclusionsBecause of organizations not working together, women in the two sub-cities were at risk of not receiving needed family planning or HIV care services. Facilitating referrals among a few organizations that are most often working in isolation could remediate the problem, but the overall referral densities suggests that improved connections throughout might benefit conditions in addition to HIV and family planning that need service integration.

Integration opportunities for HIV and family planning services in Addis Ababa, Ethiopia: an organizational network analysis

Integration opportunities for HIV and family planning services in Addis Ababa, Ethiopia: an organizational network analysis

Integration opportunities for HIV and family planning services in Addis Ababa, Ethiopia: An organizational network analysis

Integration opportunities for HIV and family planning services in Addis Ababa, Ethiopia: An organizational network analysis

Using organizational network analysis to plan cancer screening programs for vulnerable populations.

We examined relationships among organizations in a cancer screening network to inform the development of interventions to improve cancer screening for South Asians living in the Peel region of Ontario. From April to July 2012, we surveyed decision-makers, program managers, and program staff in 22 organizations in the South Asian cancer screening network in the Peel region. We used a network analytic approach to evaluate density (range = 0%-100%, number of ties among organizations in the network expressed as a percentage of all possible ties), centralization (range = 0-1, the extent of variability in centrality), and node characteristics for the communication, collaboration, and referral networks. Density was similar across communication (15%), collaboration (17%), and referral (19%) networks. Centralization was greater in the collaboration network (0.30) than the communication network (0.24), and degree centralization was greater in the inbound (0.42) than the outbound (0.37) referral network. Diverse organizations were central to the networks. Certain organizations were unexpectedly important to the South Asian cancer screening network. Program planning was informed by identifying opportunities to strengthen linkages between key organizations and to leverage existing ties.

The Influence of Management and Environment on Local Health Department Organizational Structure and Adaptation

The nation's 2862 local health departments (LHDs) are the primary means for assuring public health services for all populations. The objective of this study is to assess the effect of organizational network analysis on management decisions in LHDs and to demonstrate the technique's ability to detect organizational adaptation over time. We conducted a longitudinal network analysis in a full-service LHD with 113 employees serving about 187,000 persons. Network survey data were collected from employees at 3 times: months 0, 8, and 34. At time 1 the initial analysis was presented to LHD managers as an intervention with information on evidence-based management strategies to address the findings. At times 2 and 3 interviews documented managers' decision making and events in the task environment. Response rates for the 3 network analyses were 90%, 97%, and 83%. Postintervention (time 2) results showed beneficial changes in network measures of communication and integration. Screening and case identification increased for chlamydia and for gonorrhea. Outbreak mitigation was accelerated by cross-divisional teaming. Network measurements at time 3 showed LHD adaptation to H1N1 and budget constraints with increased centralization. Task redundancy increased dramatically after National Incident Management System training. Organizational network analysis supports LHD management with empirical evidence that can be translated into strategic decisions about communication, allocation of resources, and addressing knowledge gaps. Specific population health outcomes were traced directly to management decisions based on network evidence. The technique can help managers improve how LHDs function as organizations and contribute to our understanding of public health systems.