University of Cologne. Department of Information Systems and Information Management, Prof. Dr. Detlef Schoder http://www.wim.uni-koeln.de/. Social Networks: State of the Art – Best Practice Example. Venus Summer School Trends of Social Software and Web 2.0 in Education and Business
University of Cologne
Department of Information Systems and Information Management, Prof. Dr. Detlef Schoder
Social Networks: State of the Art –
Best Practice Example
Venus Summer SchoolTrends of Social Software and Web 2.0 in Education and Business
September 5, 2007
Social Network Analysisdescribes, explains and projects communication patterns in social groups
Information Systems Researchdescribes, explains, projects and designs information systems for business, administrative, and private use
Knowledge Management and Collaboration. SNAs can help locate expertise, seed new communities of practice, develop cross-functional knowledge-sharing, and improve strategic decision-making across leadership teams.
Team-building. SNAs can contribute to the creation of innovative teams and facilitate post-merger integration. SNAs can reveal, for example, which individuals are most likely to be exposed to new ideas.
Human Resources. SNAs can identify and monitor the effects of workforce diversity, on-boarding and retention, and leadership development. For instance, an SNA can reveal whether or not mentors are creating relationships between mentees and other employees.
Sales and Marketing. SNAs can help track the adoption of new products, technologies, and ideas. They can also suggest communication strategies.
Strategy. SNAs can support industry ecosystem analysis as well as partnerships and alliances. They can pinpoint which firms are linked to critical industry players and which are not.
Source: Ehrlich and Carboni (2005), IBM
Organizational Performance & Networks
Politics and Interlocking Directorates
Networks, Economics, and Markets
Part II: Social Networks – Best Practice
Social Networks in Enterprises
Media – Relevance – Implementation
Daniel Oster (University of Cologne, Kreissparkasse Cologne)
Medium vs. Content
Medium: How to measure the network
Content: What to measure in the network
Content: Communication flow / Information flow
Requirement for Organizational Network Analysis:
Don‘t interfere with employees’ work but assure privacy and data security
Automatic logging of communication in the background
All Correlations are positive
Correlation (GBC ; Performance) = 0,56 (p < 0,01)
Correlation(GDC ; Motivation) = 0,62 (p < 0,001)
Correlation(CPI ; Motivation) = 0,61 (p < 0,001)
Correlation(Density ; Motivation) = 0,63 (p < 0,001)
Correlation(ABC ; Performance) = 0,51 (p < 0,05)
Correlation(ADC ; Motivation) = 0,58 (p < 0,01)
Correlation(ACI ; Motivation) = 0,38 (p <0,05)
Social Networks are highly relevant for enterprises!
Overall View Individual View
Knowledge Flow Support
and Org Controlling
Post Merger Integration
Data Collection and Analysis Infrastructure
Privacy and Data Security Arrangements
Combined E-mail and Face-to-Face Network
The Social Badgeautomatically
measures personal interaction
Network Based Team-Structure was implemented
Network view of a merger process
Every actor (dot) is a Business Unit.
Distance represents communication strength.
Color represents pre-merger-enterprise.
month 1 after merger (Apr. 06)
month 6 after merger (Sept. 06)