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An executive's primer on the strategy of social networks / Mason A. Carpenter.

By: Material type: TextTextSeries: Strategic management collectionPublisher: [New York, N.Y.] (222 East 46th Street, New York, NY 10017) : Business Expert Press, [(c)2009.]Edition: 1st edDescription: 1 electronic text (vii, 114 pages) : digital fileContent type:
  • text
Media type:
  • computer
Carrier type:
  • online resource
ISBN:
  • 9781606490303
Subject(s): Genre/Form: LOC classification:
  • HM741
Online resources: Available additional physical forms:
Contents:
Introduction -- Chapter 1. Social network essentials -- Chapter 2. Social networks and individual performance -- Chapter 3. Creating useful social networks -- Chapter 4. Social networks and collaboration -- Chapter 5. Social networks in action -- Chapter 6. Ethical considerations with social network analysis -- Appendix A. Network terms and measures -- Appendix B. A brief survey of your social network -- Appendix C. Attitudes and behaviors conducive to building useful social networks -- Appendix D. Additional readings and cases on social networks -- Notes -- References -- Index.
Abstract: The purpose of this primer is to provide executives with an overview of social network research as it relates to individual, group, and organizational learning; innovation; and performance. Too often, when social networks are mentioned, managers think of Internet sites such as LinkedIn, Facebook, or MySpace. While social networking Web sites are part of the landscape of social network research, they are the tip of the iceberg in terms of what we know about social networks and the benefits of managing network structure. Chapter 1 identifies the key conceptual underpinnings of social network theory and social network analysis. Chapter 2 relates how social network theory predicts individual promotion and resource acquisition, while chapter 3 helps you understand and develop tactics for making your social network useful. Chapter 4 extends this work to show how the fruits of team collaboration are dependent on social network characteristics. Chapter 5 looks at social networks through a strategic lens, drawing on examples from Procter and Gamble (the connect and develop model), McKinsey (social networks as invisible organizational structure), and Accenture (innovation in a flat world). Finally, Chapter 6 identifies some of the key ethical issues accompanying social network analysis.
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Item type Current library Call number URL Status Date due Barcode
Online Book (LOGIN USING YOUR MY CIU LOGIN AND PASSWORD) Online Book (LOGIN USING YOUR MY CIU LOGIN AND PASSWORD) G. Allen Fleece Library ONLINE HM741 (Browse shelf(Opens below)) Link to resource Available BEP10373427

Introduction -- Chapter 1. Social network essentials -- Chapter 2. Social networks and individual performance -- Chapter 3. Creating useful social networks -- Chapter 4. Social networks and collaboration -- Chapter 5. Social networks in action -- Chapter 6. Ethical considerations with social network analysis -- Appendix A. Network terms and measures -- Appendix B. A brief survey of your social network -- Appendix C. Attitudes and behaviors conducive to building useful social networks -- Appendix D. Additional readings and cases on social networks -- Notes -- References -- Index.

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The purpose of this primer is to provide executives with an overview of social network research as it relates to individual, group, and organizational learning; innovation; and performance. Too often, when social networks are mentioned, managers think of Internet sites such as LinkedIn, Facebook, or MySpace. While social networking Web sites are part of the landscape of social network research, they are the tip of the iceberg in terms of what we know about social networks and the benefits of managing network structure. Chapter 1 identifies the key conceptual underpinnings of social network theory and social network analysis. Chapter 2 relates how social network theory predicts individual promotion and resource acquisition, while chapter 3 helps you understand and develop tactics for making your social network useful. Chapter 4 extends this work to show how the fruits of team collaboration are dependent on social network characteristics. Chapter 5 looks at social networks through a strategic lens, drawing on examples from Procter and Gamble (the connect and develop model), McKinsey (social networks as invisible organizational structure), and Accenture (innovation in a flat world). Finally, Chapter 6 identifies some of the key ethical issues accompanying social network analysis.

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