2. I. Conflict
II. Social Networks
III. Complexity
IV. Case Studies
Social
Business
CasesExperience
Economy
Conflict
A social network is a map of the
relationships between individuals,
indicating the ways in which they are
connected.
• The world is composed of networks
rather than tightly-bounded groups
• Networks provide flexible means of
social organization and of thinking
about social organization
• Networks have emergent properties
of structure and composition
6. • The assumption of order
• The assumption of rational
choice
• The assumption of intentional
capacity
• The assumption of identity
Social
Business
CasesExperience
Economy
Conflict
9. Blind trust "Seeing is believing"
Trustworthiness Personal or product based
reputation
Contextual trust What works in a special
context
Referred trust Relying on the opinions of
those we admire
Vanessa Hall - The Truth About Trust in Business
Content CasesMethodsIntroduction
10. • Profitability: Profitability measures the added value of an organization in
comparing the cost of its resources with that of the products and/or services.
• Utilization: Utilization focuses on the extent to which company resources
are employed at any given time.
• Quality: Quality has been defined variously as „conformance to standards”
as well as „client satisfaction‟
• Innovation: Innovation can be understood in the context of an
organization‟s ability to react to real or perceived changes in the market or in
the economy.
• Passion: Passion represents the affective response of people to their work
environment.
• Effectiveness: Effectiveness can be viewed as an output-input ratio that
addresses the question of “doing the right things” to meet customer needs
and objectives.
Social
Business
CasesExperience
Economy
Conflict
11. Patti Anklam The Social-Network Toolkit
Social
Business
CasesExperience
Economy
Conflict
14. What’s wrong with CRM?
• The assumption of order
• The assumption of rational
choice
• The assumption of intentional
capacity
• The assumption of identity
The need for what Morgan called « the management
of meaning »
Introduction Networks ApplicationChallenges Value
15. What does KM mean?
Patti Anklam The Social-Network Toolkit
Introduction Networks ApplicationChallenges Value
16. Knowledge
• Knowledge is not only history: it is a
dynamic/changeable process
• KM is facilitated by technology, but it is
primarily about people, working together and
about communication
• We need to connect, to put in context, to
globalize our information and our knowledge,
thus to look for a complex knowledge.
• Knowledge management originates from a
strategy that is informative, instructional, and
cognitive.
Introduction Networks ApplicationChallenges Value
17. Culture
• Form of individual or collective
representation
• Culture isn’t a thing but a process
• Cultural change is a change in
representations
• By applying the concepts and
principles of complexity thinking we
can gain a new understanding of
business culture
Introduction Networks ApplicationChallenges Value
18. Networks
• Common objectives – shared
meaning
• Actors and actants
• Innovation closely tied to
organisation
• Possibilities tied to societal
environment
Introduction Networks ApplicationChallenges Value
19. Markets – what do we really see?
• Ordered domain: Known causes
and effects.
• Ordered domain: Knowable
causes and effects.
• Un-ordered domain: Complex
relationships.
• Un-ordered domain: Chaos
Introduction Networks ApplicationChallenges Value
21. What can I learn from chaos?
Introduction Networks ApplicationChallenges Value
22. Chaos
A chaordic system is a complex and dynamical
arrangement of connections between
elements forming a unified whole.
• Determinism;
• Nonlinearity;
• Sensitive Dependence on Initial Conditions;
and
• Periodicity
Introduction Networks ApplicationChallenges Value
23. Power Laws
• In physics, a power law relationship between
two scalar quantities x and y is any such that the
relationship can be written as
– <math>y = ax^k,!<math>
• where a (the constant of proportionality) and k
(the exponent of the power law) are constants.
• in its simplest terms roughly eighty percent of
the work is done by twenty percent of the
network
Introduction Networks ApplicationChallenges Value
24. It’s a small world
• In reality, the market is nothing but a directed network
• No manager or firm can succeed or fail alone, customers,
managers and teams are inherently linked together in social
networks.
• The notion of interdependence : managers constitute hubs
and nodes of the network, organization learning will filter
down and out through the network as a whole.
• six degrees of separation : everyone in the world can be
reached through a short chain of acquaintances.
• Change is marked by "phase transitions" from states of
disorder to order: "cascading failure“ and “emergent” threats .
Introduction Networks ApplicationChallenges Value
25. The coming of fat tails
Introduction Networks ApplicationChallenges Value
26. How does work really get done?
Introduction Networks ApplicationChallenges Value
27. How does the brain comunicate?
Introduction Networks ApplicationChallenges Value
28. Five characteristics
• User based
• Interactive
• Community driven
• Structured by relationships
• Emotional content
http://socialnetworking.lovetoknow.com
/Characteristics_of_Social_Networks
Introduction Networks ApplicationChallenges Value
29. Principles of Social Network
Analysis
• Actors and their actions are viewed as interdependent rather than
independent, autonomous units
• Relational ties (linkages) between actors are channels for transfer or
“flow” of resources (either material or nonmaterial)
• Network models focusing on individuals view the network structure
environment as providing opportunities for or constraints on
individual action
• Network models conceptualize structure (social, economic, political,
and so forth) as lasting patterns of relations among actors
(Wasserman/Faust 2008:4)
Dr. Denis Gruber
Introduction Networks ApplicationChallenges Value
30. Fundamental Concepts in
Network Analysis
• actor
• relational tie
• dyad
• triad
• subgroup
• group
• relation
• social network
networks
network
culture
Terranova
(cultural
studies)
sociometry
Moreno
(psychother
apy) ‘strength of
weak ties’
Granovetter
(new ec
sociology)
graph theory
White
(mathematical
sociology)
social
capital
Bourdieu
(social
theory)
social
exclusion
Phillipson
(social
policy)
network
society
Castells
(social
theory) Dr. Denis Gruber
Introduction Networks ApplicationChallenges Value
31. Social Network Characteristics
Characteristic Value
Degree Centrality Number of links
Betweeness
Centrality
Role of brokerage
Closeness
Centrality
Vector of visibility
Network
Centralization
Centralized vs
Decentralized
Network Reach Importance of first 3
levels
Boundary
Spanners
Linked to Innovation
Peripheral Players Potential Gateways
Introduction Networks ApplicationChallenges Value
32. Six core layers of knowledge
1. The Work Network With whom do you exchange information as part
of your daily work routines?
2. The Social Network With whom do you “check in,” inside and outside
the office, to find out what is going on?
3. The Innovation Network With whom do you collaborate or kick around
new ideas?
4. The Expert Knowledge Network To whom do you turn for expertise or advice?
5. The Career Guidance or Strategic
Network.
Whom do you go to for advice about the future?
6. The Learning Network. Whom do you work with to improve existing
processes or methods?
Karen Stephenson
Introduction Networks ApplicationChallenges Value
34. Zopa
• Peer to peer banking
• Zopa categorizes borrower credit grades;
lenders then make offers, borrowers agree to
aggegrate rate..
• Zopa distributes the money, completies the
legal paperwork, performing identity/credit
checks, and enforces collections.
• Zopa mitigates risk for lenders, optimizes
market offer for borrowers
• Zopa’s repayment rate is currently 99.35 per
cent
Introduction Networks ApplicationChallenges Value
