CHAPTER 39
Incorporating Social Network Analysis into Traditional OD Interventions
A Case Study
SINCE THE Hawthorne Studies in the 1920s and 1930s, organizational researchers have recognized the importance of social interaction in the process of changing organizational behavior. This understanding has led to greater focus on the role of social relationships in organization development. According to Cross and Parker (2004), for example, social networks influence organizational outcomes by fostering collaboration, promoting knowledge sharing, and providing access to new, innovative ideas. Moreover, the changing nature of work, we suggest, has increased the importance of this perspective. As organizations design ...
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