External link to Interactions and Sense-Making

Interactions and Sense-Making

Interactions and Sense-Making The findings about how the nature of the interactions between people in the network deeply influencing the outcomes has important implica- tions for college campuses. Academic debate (embraced by faculty) is often counter to dialogue and openness necessary for positive network interactions. It may be that colleges and universities face a particular challenge around networks because dialogue necessary for learning and change […]

External link to Central Actors and Opinion Leaders

Central Actors and Opinion Leaders

Central Actors and Opinion Leaders Organizational theory suggests that if higher education institutions are loosely coupled and place less emphasis on formal authority, central actors may be less important than opinion leaders for campus networks (Kezar, 2001). Furthermore, campuses are expert organizations where people do not necessarily react and change based on pure influence but evaluate the veracity of the individual more. Opinion leaders may […]

External link to Diversity of Ties and Subgroups

Diversity of Ties and Subgroups

Diversity of Ties and Subgroups Organizational theory also suggests that given the diversity of stake- holders and groups in higher education by discipline or unit and divi- sion (alumni affairs vs. business), higher education is likely to have significant heterophily and have many diverse ideas flowing that can lead to change. However, the diversity may lead to difficulty in trust formation. Yet the many subgroups […]

External link to Longevity of Ties and Organic Versus Artificial Networks

Longevity of Ties and Organic Versus Artificial Networks

Longevity of Ties and Organic Versus Artificial Networks One might assume that because campuses (and as a result, disciplin- ary groups/professional organizations) have many long-term employ- ees that there are more opportunities for individuals to be connected through long-term ties. Also long-term employment may facilitate or- ganic networks, and so there may be less of a need to artificially con- stmct networks to facilitate change. […]

External link to Examination of Social Network Structures

Examination of Social Network Structures

Examination of Social Network Structures: Strong and Weak Ties and Connectedness Given that strong ties are important for creating change, we know very little about the existing ties on campuses and whether or not cam- puses are well-positioned for change. One might suspect that the diffi- culty encountered by many change initiatives on campuses might mean that weak ties exist. It may be that strong […]

External link to Organizations Intentionally Influencing Networks

Organizations Intentionally Influencing Networks

Organizations Intentionally Influencing Networks Not only do organizations unintentionally shape networks, but orga- nizations can also attempt to influence network creation and direction.”’ Organizations can purposefully influence networks by creating inter- organizational linkages or structures to promote interaction (Reagans & McEvily, 2003; Tilly, 2005; Tsai, 2002). Cross-functional teams are one way that businesses have helped create networks within otherwise siloed organizations (Tsai, 2002). Within education, […]

External link to Organizational Impact on Networks

Organizational Impact on Networks

Organizational Impact on Networks Organizations can also impact the way networks operate, and this is a recent area of research within education, business, and medicine. We know very little about how organizational contexts shape individual fac- tors that influence tie formation or relationship development (Cobum, Choi, & Mata, 2010; Kilduff & Tsai, 2003). Cobum, Choi, and Mata (2010) have noted that social network researchers tend […]

External link to Connectedness Encourages Change

Connectedness Encourages Change

Connectedness Encourages Change If people in the network have a great deal of contact (or connected- ness) with the innovation, they are also more likely to undergo change (Cross & Parker, 2004; Honig, 2006; Valente, 1995). Connectedness is a measure of how much exposure an individual receives to the innovation. Individuals surrounded by many people who have adopted the change, even if others throughout their […]

External link to Expressive Versus Instrumental Functions

Expressive Versus Instrumental Functions

Expressive Versus Instrumental Functions Networks can serve expressive or instrumental functions (Kilduff & Krackhardt, 2008; Wasserman & Faust, 1994). Expressive networks are typically developed as a result of non-work-related relationships and     102 The Journal of Higher Education are more social and friendship based. They may develop within orga- nizations, but they are focused on friendship. Expressive networks tend to be strong and carry […]

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