Ehrlick, Kate (IBM) :poster
Comparing hi- and low-performing sales teams (HPT, LPT)
Leaders are not more highly rated in HPTs than in LPTs
In HPTs, leader seem to reach out & pull in info they need
- they enable team members to perform, by creating a positive, energizing work environment
Lomi, Alessandro et al (#253)
Using galois lattices & identity terms to understand organizational identity
Boolean decomposition of 3-way arrays
- a way to characterise identity space
- an identity-based notion of form
Aiming for representation of multiple audiences
very interesting, but only realised afterwards that I'd missed Andrea Knecht as a result (#213).
Jonak, Lucasz (#196) – between efficiency and innovativeness
Data: IT consulting company
Driven by imperative for innovation
Organizational (triads?): decentralization into communities
of interest
- connected not by market niche by “abstract skill”, e.g.
Java
- specifically by a “Project Affiliation Network” –
halfway between an org chart and a map of informal communication
- reflects some aspects of actual communication and organizational design
- effectively a 2-mode network
- 3(?) snapshots of the organization over time
- Org separated by niche (?) in 3rd snapshot –
clustering co-eff’t increased
- cf. Cross’ archetypes of Network Organizations (2005)
Introduced E-I index (homogeneity)
Also social capital (Burt 92, 05)
- brokerage (structural holes, vision, innovation)
- & closure (embeddedness, reputation, learning)
It appears that the org started to learn standard company
solutions better as closure happened. Hypothesized that the company is
innovative because of social capital.
Cf. Ashby’s Law of Requisite Variety – interpreted here as
‘in order for one system to control another, it must be capable of at least as
much internal variety as the other
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