Largest ever organizational network analysis shows how social networks drive performance
by Peter Bijkerk
The summery by Ross Dawson:
In summary, there were four key results:
1. Structural diversity and centrality of social networks are positively correlated with performance for both individual consultant and project teams.
2. Strong ties to powerful individuals, such as access to executives, is positively correlated with work performance, however having many weak ties to management is negatively correlated with work performance.
3. A team with strong ties to the management can be beneficial for work performance, having many managers working on the same project exhibits an inverted U-shape relationship with performance.
4. Participating in projects with the appropriate social capital can boost consultants‘ work performance in addition to their own social capital.