Knowledge management systems lecture 6 payman shafiee
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Knowledge Management Systems Lecture 6 Payman Shafiee. A SOCIAL NETWORK PERSPECTIVE AT. HR PRACTICES, INTERPERSONAL RELATIONS, AND INTRAFIRM KNOWLEDGE TRANSFER IN KNOWLEDGE-INTENSIVE FIRMS. Slides by Payman Shafiee. A SOCIAL NETWORK PERSPECTIVE AT.

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Knowledge Management Systems Lecture 6 Payman Shafiee

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Knowledge management systems lecture 6 payman shafiee

Knowledge Management SystemsLecture 6Payman Shafiee


A social network perspective at

A SOCIAL NETWORK PERSPECTIVE AT

HR PRACTICES, INTERPERSONAL

RELATIONS, AND INTRAFIRM

KNOWLEDGE TRANSFER IN

KNOWLEDGE-INTENSIVE FIRMS

Slides by Payman Shafiee


A social network perspective at1

A SOCIAL NETWORK PERSPECTIVE AT

The social network perspective is a distinct

research perspective in the social sciences

and an alternative to the traditional individualist

paradigm

Slides by Payman Shafiee


A social network perspective at2

A SOCIAL NETWORK PERSPECTIVE AT

The perspective comprises

two narrower complementary elements: the

structural perspective, which emphasizes the

structural form (i.e., the patterns of relational

ties and the position of actors within it), and

the relational perspective, which prioritizes

the content of relations; that is, the quality

of relational ties (Raider & Krackhardt,

2002, pp. 58–59).

Slides by Payman Shafiee


A social network perspective

A SOCIAL NETWORK PERSPECTIVE

A conceptual model predicting social

structure and content as a mediator of the

relationship between HR practices and knowledge

outcomes thus should consider both

the structural patterns of ties among coworkers

as well as their relational content.

Slides by Payman Shafiee


A social network perspective1

A SOCIAL NETWORK PERSPECTIVE

Conceptual Model (With Relevant Hypotheses)

Slides by Payman Shafiee


A social network perspective2

A SOCIAL NETWORK PERSPECTIVE

Experienced HR Practices:

The social network perspective is also present

in our operationalization of HR practices.

Slides by Payman Shafiee


A social network perspective3

A SOCIAL NETWORK PERSPECTIVE

The social network is a finite set of actors and their associated relational ties (Wasserman & Faust, 1994), we differentiate between network configuration–changing HR practices and network composition–changing HR practices.

Slides by Payman Shafiee


A social network perspective4

A SOCIAL NETWORK PERSPECTIVE

The social network is a finite set of actors and their associated relational ties (Wasserman & Faust, 1994), we differentiate between network configuration–changing HR practices and network composition–changing HR practices.

The former refer to HR practices that affect the arrangement and quality of relations among actors within a firm’s social network (i.e., they do not change the composition of actors); the latter refer to HR practices that modify the set of actors within social network by either acquiring or releasing actors into or from this network (e.g. recruitment, selection, separation).

Slides by Payman Shafiee


Interpersonal relations a mediator

interpersonal relations, a mediator

direct effects of HR practices on interpersonal relations within a firm’s social network and confirmed interpersonal relations as a mediator between HR practices and internal knowledge transfer

Slides by Payman Shafiee


Implications

Implications

  • HR managers should not neglect the role of social architect and its important as HR practices have been especially shown to shape a firm’s social structure and content

  • HR practices only partly determine the resulting social structure and content, and that endogenous structural mechanisms play an important role.

Slides by Payman Shafiee


Implications scan before implementing important interventions

Implications: scan before implementingimportant interventions

  • To predict the effects of a specific HR intervention on the future state of a firm’s social network better, they should have a very good understanding of the corporate culture (especially with regard to the norms of reciprocity and transitivity) and the firm’s current social structure.

  • organizations should employ work design along with training and development HR practices to influence interpersonal relations and, in turn, intrafirm knowledge transfer most effectively.

    This makes some of the practices that were previously not emphasized— such as interactive work design, allowing slack time, providing functional architecture, as well as on-site and group training— more important.

Slides by Payman Shafiee


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