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Existing theories on the influence of social networks on creativity focus on idea generation. Conversely, the new product development literature concentrates more on the selection of ideas and projects. In this paper we bridge this gap by developing a dynamic framework for the role of social networks from idea generation to selection. We apply findings from creativity and behavioural decision-making literature and present an in-depth understanding of the sociological processes in the front-end of the new product development process. Our framework builds on the importance of mutual understanding, sensemaking and consensus formation. The propositions focus on both network structure and content and highlight the need to have strong ties and prior related knowledge, to incorporate decision makers, and to move over time from a large, non-redundant and heterogeneous to a smaller and more cohesive network structure. We conclude with a discussion on empirical validation of the framework and possible extensions. [ABSTRACT FROM AUTHOR]

This paper reports the results of a randomized field experiment that tested the effects of an empowerment intervention among unit managers of a large trucking company. The intervention was designed to increase participants' beliefs in their personal control and self-efficacy with regard to key aspects of their jobs. Individuals who managed geographically dispersed profit centres were randomly assigned to either an intervention group (N = 38) or a no-treatment control group (N = 30). The intervention significantly increased perceptions of maintenance control and impact at four months after the intervention, but only for those managers who felt that their supervisors were supportive. The intervention also improved archival measures of unit performance and affected work attitudes (depending upon the level of perceived supervisory support). The data point out the key role that perceived supervisor social support plays when implementing such organizational change interventions. [ABSTRACT FROM AUTHOR]

This paper examines how the current relevance of social capital derived from a task-advice network affects an actor's exploratory learning environment. Building on (1992) structural holes hypothesis that a large, sparse task advice network enhances an actor's exploratory learning environment, I propose that such effects hold only when the direct and indirect network ties are composed of current network contacts (ones that have been updated since the last change in positions of an actor). Analyses of data from a sample of 230 salaried employees of a high-technology manufacturing corporation support my arguments. In addition to the focus of social capital research on network structure, therefore, this study emphasizes the time-contingent value of social capital. [ABSTRACT FROM AUTHOR]

This paper investigates the dynamics of business networks. We distinguish between confined dyadic change and network change and show how change itself may be incremental or radical, using the punctuated equilibrium model of change. The concept of the critical event is introduced to highlight radical change. We propose an analytical framework where the ideas of mechanism, nature and forces of change are integrated. Two circles of network change (incremental and radical) are presented and transfers from one circle to the other are discussed. We believe this conceptual elaboration may have significant implications for future network dynamic research. [ABSTRACT FROM AUTHOR]

A characteristic of studies seeking to explain the structure and operation of networks is the use of Granovetter's strong and weak tie hypothesis. Whilst this hypothesis has become an established paradigm, questions and disagreements arise over its applicability at demonstrating the real use and value of each tie. This study extends the work of Granovetter. Using a qualitative ethnographic approach to explore in-depth the networking activities of fourteen respondents, it aims to enhance understanding about the role of ties, how they are used and activated for business activity. Findings demonstrate that it is strong ties that are instrumental for business activity and used extensively to provide knowledge and information but also to maintain, extend and enhance business and personal reputations. Unless activities require their reactivation and manifestation, strong ties remain latent and dormant within the network. Strong ties also provide the mechanism to invoke 'weak,' represented by nodes operating in a wider social context. [ABSTRACT FROM AUTHOR]

Acquisition of capabilities is both imperative and difficult in emerging economies. This study adopts a duel network perspective to examine how the source networks and recipient networks in which international joint venture (IJV) partners operate influence inter-organizational transfer and diffusion of capabilities. We study multiple cases in the Chinese automotive industry to investigate how various factors of MNE source networks and the local recipient networks (business groups in China or qiye jituan) affect knowledge transfer from the MNE source networks into IJVs and knowledge diffusion from IJVs to their local recipient networks. The study suggests ways that the dual networks influence both types of knowledge transfer. We found both positive and negative effects of recipient and source networks on knowledge inflow to the IJVs and knowledge outflow from IJVs. The dual networks perspective is particularly relevant for emerging economies where the asymmetry between the knowledge, power and motivations of the recipient and source networks may significantly affect the knowledge transfer outcome. [ABSTRACT FROM AUTHOR]

Using the Toulmin method, we present an epistemological analysis of Porter's Five Forces Framework (FFF) in light of the increasing evidence pertaining to the institutional context in emerging economies. The analysis reveals three key qualifiers in the theoretical structure of FFF– transaction costs, capital flows and laws governing rivalry. Evidence from emerging economies indicates that FFF's assumptions about the qualifiers are not met in these economies. Indeed, firms in these economies adopt strategies not derivable from FFF to tackle their unique institutional contexts. Our Toulmin analysis helps pinpoint the directions for further research in emerging economies. Specifically, the three qualifiers provide a meaningful way of building typologies and taxonomies to accommodate the diversity of institutional contexts and to link them to firm-level strategies. Our discussion also highlights the need to turn the spotlight on laws governing rivalry, a relatively under-explored topic in emerging economies, and the effectiveness of different network strategies. [ABSTRACT FROM AUTHOR]

This research examines the concept of organizational memory in the context of multi-unit organizations. It addresses the question: how do organizations collect, store and provide access to their experiential knowledge? I develop a framework for organizational memory in geographically distributed settings based on the concept of organizational memory systems and empirically assess the usefulness of this framework in the context of a multinational, business consulting organization. Multiple memory systems were identified, including social networks, knowledge centers and various computer-based systems. I present and discuss findings with respect to the characteristics and perceived effectiveness of these memory systems. [ABSTRACT FROM AUTHOR]

This research considers the diffusion of computer-aided production management (CAPM) technology in the UK manufacturing sector during the mid to late 1980s, focusing on the role of inter-organizational networks in the diffusion process. Research on innovation diffusion has tended to adopt a 'pro-innovation bias' such that adoption of prescribed best practice technologies is always considered to be the best policy. In the UK, one particular form of CAPM (MRP/ MRPII) has been heavily promoted by technology suppliers as best practice. However, the notion of 'best practice' de-emphasizes the importance of decisions about technology design when users attempt to develop firm-specific solutions. Crucial to these decisions are the inter-organizational networks through which potential adopters learn about relevant technologies. Using three case companies, where the introduction of CAPM occurred at approximately the same time, decisions regarding adoption, design and subsequent implementation, are explored in order to establish the influence of inter-organizational networks on the diffusion and subsequent appropriation of CAPM technologies. These cases revealed that potential adopters engaged in a range of inter-organizational networks through which they learned about new technologies. However, the knowledge diffused through many of these networks was shaped by technology suppliers who were promoting similar ideas about best practice. Thus, while involvement in inter-organizational networks gave potential adopters access to information about new technology, this information tended to reinforce supplier images of best practice and did not always lead these firms to develop appropriate technological solutions. Problematic relationships between the suppliers of the technology and the users was seen here to limit the redesign and further diffusion of CAPM. [ABSTRACT FROM AUTHOR]

This article argues that the development of strategy in organizations will be more effective if it is seen as predominantly a social rather than analytical process. Using the notion of organizations as negotiated order, it is suggested that designed Group Decision Support Systems can play an important role in facilitating the negotiation of strategy. Six 'support systems' are discussed, and the implication is that planners might see themselves as facilitators managing both 'socially negotiated order' and 'negotiated social order'. [ABSTRACT FROM AUTHOR]

In a young entrepreneurial firm, two developmental processes are identified. One reflects the emergence of a social network whilst the other reflects the emergence of a task domain. The concept of 'organizational dialogue' is introduced to describe the action strategies through which these two processes are connected. The resulting textures may critically be examined to produce 'process' knowledge. It is argued that organizational theory can benefit from more work of this kind. [ABSTRACT FROM AUTHOR]