Index
Hanna Lehtimäki
(University of Eastern Finland, Kuopio, Finland)
The Strategically Networked Organization
ISBN: 978-1-78635-292-7, eISBN: 978-1-78635-291-0
Publication date: 29 November 2016
This content is currently only available as a PDF
Citation
Lehtimäki, H. (2016), "Index", The Strategically Networked Organization, Emerald Group Publishing Limited, Leeds, pp. 189-196. https://doi.org/10.1108/978-1-78635-292-720161010
Publisher
:Emerald Group Publishing Limited
Copyright © 2017 Emerald Group Publishing Limited
INDEX
Actant analysis
, 143
Affect-based trust
, 111
Affective empathy
, 117
Appreciative dialogue in case company
, 160–165
Appreciative inquiry
, 151, 152
Appreciative Intelligence®
, 152, 155
Appreciative interaction in strategy making
, 154–156
Appreciative sharing of knowledge
, 153
Arduous relationships
, 103
Assets, social networks as
, 26–29
Attention
, 102
Authoritative “grand” narrative
, 149
Betweenness
, 40
Bottom up approach
, 21–23
Business environment
, 140
Business unit connectedness
, 68–70
Centrality
, 67
Centralized network structure
, 61
City strategy documents
, 147
Closeness
, 40
Codified knowledge
, 60
Cognition-based trust
, 111
Cognitive empathy
, 117
Collective organizational engagement
, 124
Communication
, 157
See also Social network(s)
in modern organization
, 55–57
“Concretizing” discursive practices
, 146
Convergence of social networks
, 107
Decentralized network structure
, 61
Decision making
, 113, 154
Degree
, 38–39
Density of network
, 43–45
Dialogization
, 146
“Disciplining” discursive practices
, 146
Distributed network structure
, 61
Distrust
, 120
Dynamics of interaction
, 159
Economic activity embedded in social relations
, 101–104
Embeddedness
, 101
Emotions in social relations
, 112
decision making
, 113
gossiping
, 116
long-term effects
, 115
social dynamics within organization
, 117
strategy implementation
, 114
top management
, 118
Enterprise Resource Planning (ERP)
, 18
Explicit knowledge
, 60
External environment in strategy
, 7
business environment
, 10
Canadian strategy professor
, 10–11
division between operational and strategic
, 10
in organization
, 8–9
process approach
, 11–12
process-focused orientation to strategy
, 10
strategic management
, 7–9
strategy varies in different industries
, 8
Formal organization
in knowledge sharing
, 57–60
in strategy practice
, 25–26
Gatekeeper
, 40
connections to parts of network
, 41
Global digitalized business environment
, 1, 168
Gossiping
, 116
Greimas’s model
, 143
Hierarchy
, 107
Homophily factors
, 105
Human-made capital
, 28
ICT. See Information and communication technologies (ICT)
In-degree node
, 39
Informal organization
, 5
in knowledge sharing
, 57–60
in strategy practice
, 25–26
Information
customer information—communication
, 72–80
digital information era
, 19
in modern organization
, 55–57
systems
, 59–60
Information and communication technologies (ICT)
, 56
Information technology (IT)
, 12
Inherently asymmetrical tie
, 107
Internal environment in strategy
, 7
business environment
, 10
Canadian strategy professor
, 10–11
division between operational and strategic
, 10
in organization
, 8–9
process approach
, 11–12
process-focused orientation to strategy
, 10
strategic management
, 7–8
strategic management
, 9
strategy varies in different industries
, 8
Interpersonal relationships
, 103
IT. See Information technology (IT)
Knowledge
creates different strategic outcomes
, 60–63
infrastructure factors
, 154
knowledge-based competitive advantage
, 176
in modern organization
, 55–57
sharing
efficiency in
, 63–64
formal vs. informal organization in
, 57–60
power issues in
, 67–68
Matrix organization
, 57
Middle management
, 14, 176–177
in strategic network position
, 64–67
Motivation
, 105
Multiplexity ties
, 106
Mystification
, 146
Narrative approaches
, 142
Natural capital
, 28
Negative ties
, 118–121
Network
centralization
, 45–46
diagram
, 39
research
, 106
structure
, 42–43
survey conducting
, 46–47
visualization
, 49–51
Networked strategy making
See also Strategy making
creating knowledge-based competitive advantage
, 176
creating shared and inspiring vision
, 175
leading strategic change
, 177–178
middle management
, 176–177
strategic leadership in networked organization
, 177
strategizing in networked organizations
, 99–100
supporting strategic initiatives
, 178
supporting strategic learning
, 178
top management teams
, 176
Organization
, 124–125
Organization strategic management
, 7
external environment vs. internal environment in strategy
, 7–15
formal organization in strategy practice
, 25–26
informal organization in strategy practice
, 25–26
members of organization as strategists
, 23–25
relationship between strategy and organization
, 15–21, 33–34
social networks
as capabilities, assets, and capital
, 26–29
in strategizing
, 29–33
strategy as practice perspective
, 13–15
top down and bottom up approach
, 21–23
Organizational memory
, 127
Out-degree node
, 39
Polyphonic narrative approach
, 149
Positive ties
, 118–121
Potential knowledge
, 60
Power issues in knowledge sharing
, 67–68
Process approach
, 18
Quality of relations
, 100
R&D. See Research and development (R&D)
Rational decision making
, 101
Reciprocity, aspect of
, 115
Relational dynamics
content and structure in social networks
, 138–140
in strategy making
, 140–142
Research and development (R&D)
, 27
Resource-based theory
, 27
SAP. See Enterprise Resource Planning (ERP)
Self-actualization
, 146
Semiotic analysis
, 143
Social capital
, 28–29, 104
Social connections
, 5
Social constructionist approach
, 156
Social functioning of organization
, 4
Social interaction and strategic transformation
case study
, 160–165
content and structure to relational dynamics
, 138–140
dynamics of interaction
, 159
members of organization join in narrating strategy
, 148–150
strategy communication
, 156–157
strategy language to discourage interaction
, 145–148
strategy making
appreciative interaction in
, 154–156
relational dynamics in
, 140–142
solutions for
, 157–158
strategy narrative constitutes relations in
, 142–145
transformational power of language in interaction
, 150–154
Social network analysis
, 4–6, 35
centralization of network
, 45–46
conducting network survey
, 46–47
density of network
, 43–45
ethical aspects in
, 48–49
individual’s position in network
, 38–42
network visualization
, 49–51
nodes and links
, 36
positions in
, 37–38
social relationships
, 37
in strategy making
, 36, 51–52
structure of network
, 42–43
tools for examining position of individual in network
, 37
Social network(s)
, 2, 5, 54, 58, 123
as capabilities, assets, and capital
, 26–29
content and structure to relational dynamics
, 138–140
data collection
, 47
research
, 110
in strategizing
, 29–33
in strategy making
collecting and translating information
, 173
connectivity and self-organization
, 170
dynamics of social networks
, 169
measures of centrality
, 170–171
network interaction
, 172
organization as system of complex networks
, 167
social constructionist perspective social networks
, 173
social network approach
, 168
social network structure
, 171
structure
, 5
analysis
, 176
Social relations
case examples
, 130–136
characteristics of ties
, 105–107
economic activity
, 101–104
emotions in
, 112–118
in implementing strategy initiatives
, 127–129
outcomes to individuals and organizations
, 104–105
positive and negative ties
, 118–121
in strategic change
, 124–125
in strategic human relations management
, 123–124
in strategic organizational learning
, 126–127
strategizing in networked organizations
, 99–100
in strategy making
, 129–130
strong and weak ties
, 107–110
in top management strategy work
, 121–123
trust in
, 110–112
Social structure
analysis
, 43
business unit connectedness
, 68–70
customer information—communication between headquarters and international sales units
, 72
densities of communication
, 76
density of network
, 78–79
growth path
, 72–73
internationalization
, 79–80
network model
, 73–75
network of communication
, 78
quality of communication
, 76–77
efficiency in knowledge sharing
, 63–64
formal vs. informal organization in knowledge sharing
, 57–60
knowledge, information, and communication in modern organization
, 55–57
knowledge creating strategic outcomes
, 60–63
middle management in strategic network position
, 64–67
power issues in knowledge sharing
, 67–68
sales and sharing customer knowledge between business units
, 84
e-tool
, 85–86
network
, 86
Network A
, 88–92
network of communication
, 87–88
services segment
, 84–85
social structure in strategic knowledge sharing
, 53–55
strategic changing to retail customers
, 81–83
Sociocultural systems
, 66
Sparse network
, 63
Stakeholders
, 147, 148
Storytelling activity
, 148
Strategic change, social relations in
, 124–125
Strategic human relations management, social relations in
, 123–124
Strategic initiatives
, 178
Strategic innovation
, 59
Strategic knowledge sharing, social structure in
, 53–55
Strategic leadership in networked organization
, 177
Strategic learning
, 178
Strategic management
, 9, 32–33, 113
Strategic organizational learning, social relations in
, 126–127
Strategic planning
, 144
Strategic planning approach
, 16, 18
Strategist
, 13–15
organization members as
, 23–25
Strategy as practice perspective
, 13–15
Strategy communication
, 15, 156–157
Strategy content
, 8
Strategy implementation
, 15, 149
Strategy language to discourage interaction
, 145–148
Strategy making
, 100
appreciative interaction
, 154–156
process
, 146
relational dynamics in
, 140–142
social networks in
collecting and translating information
, 173
connectivity and self-organization in contemporary organizations
, 170
dynamics of social networks
, 169
measures of centrality
, 170–171
network interaction
, 172
organization as system of complex networks
, 167
social constructionist perspective social networks
, 173
social network approach
, 168
social network structure
, 171
social relations in
, 129–130
solutions for
, 157–158
strategy narrative constitutes relations
, 142–145
See also Networked strategy making
Strategy narrative
, 139
constitutes relations in strategy making
, 142
social agency relevant
, 143
talk strategy
, 145
top management of organization
, 144
Strategy practice approach
, 20–21
Strategy process dimension
, 8
Strategy relationship with organization
, 15
process approach
, 18
relationship between strategy and organization
, 15–16
strategic management
, 21
and organization
, 17
strategy practice approach
, 20–21
top management
, 19–20
Strengths, Weaknesses, Opportunities, and Threats analysis (SWOT analysis)
, 16
Strong ties
, 107–110
Subject–object relationship
, 143
SWOT analysis. See Strengths, Weaknesses, Opportunities, and Threats analysis (SWOT analysis)
Symmetry of ties
, 107
Tacit knowledge
, 60
“Technologizing” discursive practices
, 146
Ties characteristics
, 105–107
Top down approach
, 21–23
Top management teams
, 176
Transformational power of language in interaction
, 150
alternative approach
, 151
appreciative inquiry
, 152
appreciative sharing of knowledge
, 153
competitors
, 151
knowledge infrastructure factors
, 154
Trust in social relations
, 110–112
Universalistic model
, 143
Weak ties
, 107–110
- Prelims
- 1 Introduction
- 2 How is Organization Strategic?
- 3 Social Network Analysis for Strategically Networked Organization
- 4 Social Structure in Strategizing
- 5 Social Relations
- 6 Social Interaction and Strategic Transformation
- 7 Social Networks in Strategy Making
- 8 Guidelines for Networked Strategy Making
- References
- Index