homework
koko1995
network.pptx
Supply Chain Strategy (
Uzzi, Brian; Dunlap, Shannon. (2005). How to Build Your Network. Harvard Business Review. Dec2005, Vol. 83 No. 12, p53-60.
1
Local
Firm
Network
Industry
Country
[1] Six Levels of Industrial Systems: from individuals to national and international industrial systems Adapted from (Yongjiang Shi, Cambridge University, 2012)
VERTICAL
Horizontal
Individual
2
1.1. Building Network Capabilities
Assumption:
Individuals, teams, organizations and nations compete better based on not their own capabilities alone but their network capabilities.
3
4
Uzzi, Brian; Dunlap, Shannon. (2005). How to Build Your Network. Harvard Business Review. Dec2005, Vol. 83 No. 12, p53-60.
[2] Abstract
A strong personal network. Many sensational ideas have faded away into obscurity because they failed to reach the right people. A strong personal network, however, can launch a burgeoning plan into the limelight by delivering private information, access to diverse skill sets, and power. Most executives know that they need to team about the best ideas and that, in turn, their best ideas must be heard by the rest of the world. But strong personal networks don't just happen around a water cooler or at reunions with old college friends.
High-stakes network activities. As Brian Uzzi and Shannon Dunlap explain, networks have to be carefully constructed through relatively high-stakes activities that bring you into contact with a diverse group of people. Most personal networks are highly clustered--that is, your friends are likely to be friends with one another as well. And, if you made those friends by introducing yourself to them, the chances are high that their experiences and perspectives echo your own.
Network Development. Because ideas generated within this type of network circulate among the same people with shared views, though, a potential winner can wither away and die if no one in the group has what it takes to bring that idea to fruition. But what if someone within that cluster knows someone else who belongs to a whole different group? That connection, formed by an information broker, can expose your idea to a new world, filled with fresh opportunities for success. Diversity makes the difference. Uzzi and Dunlap show you how to assess what kind of network you currently have, helping you to identify your superconnectars and demonstrating how you act as an information broker for others. They then explain how to diversify your contacts through shared activities and how to manage your new, more potent, network
5
2.1. Main Idea
Power of A Strong Personal Network. Ideas fade away mainly because of lack of access to the right people for information, diverse skill sets, and power.
Strong Personal Networks with Relatively High-stakes Activities. Most personal networks are highly clustered. Your friends are likely to be the source of a diverse experiences and perspectives.
The Role of an Information Broker. To diversify your contacts act as an information broker for others, engage in shared activities and manage your new, more potent, network.
6
2.2. Research Questions
Why potent network is important to fulfill success?
How to create potent network by diagnosing the current connections?
How to actively manage a potent network?
7
2.3. Importance of Effective Network
Exchange in private information. <Knowledge is power.>
Access to diverse skill sets. <Skill-set development.>
Access to diver power. <Access/exercise of power.>
8
9
Revere could spread news widely and quickly because he occupies a key role in a social network by connecting disparate groups of people.
Dawes bounded himself of limited information within a small cluster of people.
2.4. Two different types of network
2.5. Principles Need to be Avoided
Self-similarity principle <Redundancy: Simplicity>
Restrict the access to discrepant information to improve creativity and problem solving skill.
Proximity principle <Narrowness: Localism>
Workers prefer to populate their networks with the people they spend the most time with.
Limit the opportunity to enrich networks with greater diversity.
10
11
List most important contacts & think of the resources you exchange with that person.
Identify who introduced you to each contact and the superconnector.
Identify your broker
If “me” appears more than 65% of time, you are using self-similarity principle which means your network may be too inbred.
Identify the person you introduced to your each key contact.
To be a “broker”.
2.6. Network Extension
12
Panel A: every one share similarity, no connection between different clusters- echo chamber.
Panel B: Brokers link independent clusters together.
Private information exchange;
Access to diverse skill set and power.
2.7. Linkage Roles
13
Stratton examines her social network for clues about how to get back on track by filling out the network work sheet.
| Name of Contact | Who introduce you to the contact? | To whom did you introduce the contact? |
| Majority from nonprofit organizations | Cornia Johnson | yyy |
| Cornia Johnson | zzz | |
| xxx | www | |
| Cornia Johnson | aaa | |
| …… | …. | ….. |
Identify several recent disconnected contacts she suppose to keep in tough
Identify her most powerful broker and try to reach out again.
Served as a broker makes her find key shared activities and feel well connected again.
2.8. Network Renewal
2.9. Forge Better Connections- Shared Activities Principle
Bring together a cross-section of disparate individuals around a common point of interest
How to choose activities:
Evoke passion in participants
Require interdependence, thus reliance and possibility of trust
Have something at stake (bonds built through wins and losses)
14
2.10. Lessons and Implications
Create networks with trust, diversity, and brokerage can raise the level of information from what you know to who you know.
Strengthen ties with brokers through shared activities principle will foster the success of building potent network.
Prepare network work sheet to straight out your opportunities and make adjustment of your current network.
15
Supply Chain Strategy )
Ibarra, Herminia; Hunter, Mark (2007). How Leaders Create and Use Networks. Harvard Business Review. Jan2007, Vol. 85 No. 1, pp. 40-47.
16
17
Ibarra, Herminia; Hunter, Mark (2007). How Leaders Create and Use Networks. Harvard Business Review. Jan2007, Vol. 85 No. 1, pp. 40-47.
[1] Central Idea
The article defines and discusses
operational networking, personal networking, and strategic networking,
individual purposes, key actors, network attributes, and location/temporal orientation.
18
1.1. Research Questions
How do leaders create networks?
How do leaders use networks?
19
1.2. Leaders and networks
Leader
Creates an inspiring vision of the future. Motivates and inspires people to engage with that vision.
Network
business people connect with other managers and entrepreneurs.
| Operational | Personal | Strategic | |
| Purpose | Getting work done efficiently; maintaining the capacities and functions required of the group. | Enhancing personal and professional development; providing referrals to useful information and contacts. | Figuring out future priorities and challenges; getting stakeholder support for them. |
| Location and temporal orientation | Contacts are mostly internal and oriented toward current demands. | Contacts are mostly external and oriented toward current interests and future potential interests. | Contacts are internal and external and oriented toward the future. |
| Players and recruitment | Key contacts are relatively nondiscretionary; they are prescribed mostly by the task and organizational structure, so it is very clear who is relevant. | Key contacts are mostly discretionary; it is not always clear who is relevant. | Key contacts follow from the strategic context and the organizational environment, but specific membership is discretionary; it is not always clear who is relevant. |
| Network attributes and key behaviors | Depth: building strong working relationships. | Breadth: reaching out to contacts who can make referrals. | Leverage: creating inside-outside links. |
1.3. Three Levels of Network
22
1.4. Institutional Approach of Network
Senior Management
<Value relationship building>
Develop Network Building Program
<Regular interactions/engagements>
Prepare for leadership transitions
<Relational Interactions>
1.5.FROM FINANCIAL MANAGER TO BUSINESS LEADER
“LEADERSHIP IS PRACTICED NOT SO MUCH IN WORDS AS IN ATTITUDE AND ACTION”.
Why Managers Fail as Leaders?
Restricted to earlier
performance/success
factors
No further training or
coaching for expand-
ing the horizons
How Can Managers Succeed as Leaders?
Move forward to try
new performance/
success factors
Grow through
additional
engagement
opportunities
Cognitive Dimension
Perspective
Insight
Skill Dimension
Expertise
Experiences
Behavioral Dimension
Leadership
Influence
1.6. Lessons
Know your current work requirements and know the key relationships.
Value your personal network (e.g., family, friends, and social and religious associations)
Try new challenges, although not easy and comfortable at first.
1.7. Implications
Don’t be afraid to talk to people and ask questions and help.
Don’t wait until complete your degree to start building your network. Start TODAY!
Take every opportunity to give to and receive from people in your networks, regardless of whether you need help.
