How Can Organizational Network Analysis (ONA) Help Improve Company Performance?
Talha Oz. 2018. “How Can Organizational Network Analysis (ONA) Help Improve Company Performance?” Humanyze. Publisher's VersionAbstract

Organizational Network Analysis (ONA) is the set of scientific methods and theories to help understand interactions within an organization. It helps executives and managers to intervene at critical times, increase performance, and reduce costs.

There’s increasing pressure on executives to drive sustained, long-term growth. Yet, they lack the information they need to make informed business decisions and successfully initiate change. As organizations restructure departments to have fewer hierarchical levels, work increasingly occurs between social networks, rather than though prescribed reporting structures. Research shows that employees look to their networks to find information and to solve problems. Communication no longer flows solely from senior management to individual contributors – information moves through social networks, between colleagues and different teams. Organizations can analyze social networks to assess how information flows between teams and to intervene at critical times in order to improve how work gets done.

Key takeaways:

– Explore the benefits of supporting organizational networks
– How network analysis can impact company performance
– How to interpret network graphs
– Business applications of ONA  for human resources, business processes, and corporate real estate decisions

The Most Valuable People in Your Network
Rob Cross. 3/8/2011. “The Most Valuable People in Your Network.” Harvard Business Review. Publisher's VersionAbstract

Too often new collaborative technologies — though intended to connect employees seamlessly and enable work to get done more efficiently — are misused in ways that impede innovation and hurt performance.

Age-old wisdom suggests it is not what but whom you know that matters. Over decades this truism has been supported by a great deal of research on networks. Work since the 1970s shows that people who maintain certain kinds of networks do better: They are promoted more rapidly than their peers, make more money, are more likely to find a job if they lose their own, and are more likely to be considered high performers.

But the secret to these networks has never been their size. Simply following the advice of self-help books and building mammoth Rolodexes or Facebook accounts actually tends to hurt performance as well as have a negative effect on health and well-being at work. Rather, the people who do better tend to have more ties to people who themselves are not connected. People with ties to the less-connected are more likely to hear about ideas that haven’t gotten exposure elsewhere, and are able to piece together opportunities in ways that less-effectively-networked colleagues cannot.

If bigger is not better in networks, what is the actual impact of social media tools in the workforce? The answer: They are as likely to actually hurt performance and engagement as they are to help — if they simply foist more collaborative demands on an already-overloaded workforce. In most places, people are drowning in collaborative demands imposed by meetings, emails, and phone calls. For most of us, these activities consume 75% to 90% of a typical work week and constitute a gauntlet to get to the work we must do. In this context, new collaborative technologies, when not used appropriately, are over-loading us all and diminishing efficiency and innovation at work.

Read More.

The Bright Side of Being Prosocial at Work, and the Dark Side, Too
Mark C. Bolino and Adam Grant. 2016. “The Bright Side of Being Prosocial at Work, and the Dark Side, Too.” The Academy of Management Annals. Publisher's VersionAbstract
More than a quarter century ago, organizational scholars began to explore the implications of prosociality in organizations. Three interrelated streams have emerged from this work, which focus on prosocial motives (the desire to benefit others or expend effort out of concern for others), prosocial behaviors (acts that promote/protect the welfare of individuals, groups, or organizations), and prosocial impact (the experience of making a positive difference in the lives of others through one’s work). Prior studies have highlighted the importance of prosocial motives, behaviors, and impact, and have enhanced our understanding of each of them. However, there has been little effort to systematically review and integrate these related lines of work in a way that furthers our understanding of prosociality in organizations. In this article, we provide an overview of the current state of the literature, highlight key findings, identify major research themes, and address important controversies and debates. We call for an expanded view of prosocial behavior and a sharper focus on the costs and unintended consequences of prosocial phenomena. We conclude by suggesting a number of avenues for future research that will address unanswered questions and should provide a more complete understanding of prosociality in the workplace.