Here is a fact: Organizations are a set of interwoven networks, embedded in bigger networks. They thrive or die according to their networks’ health. And while most organizations are aware of that, few ever act with a network-aware mind.
A social network approach is primarily concerned with the interconnections between [actors], rather than being focused on their attributes or behaviors. The patterning of such connections – the configuration of positions and relationships – constitutes the structure of a social network, from which the social behavior of individual members can be analyzed and interpreted. This structural arrangement has important implications for the [actors] involved as well as for the overall social network, insofar as it enhances or constrains their access and control abilities.
~Emergent Leadership in Virtual Collaboration Settings: A Social Network Analysis Approach. J. Sutanto, C. Tan, B. Battistini et al
– A micro lens zooms on the employee and his ego-centric network
– A macro lens xrays the interactions between different subgroups of the organization (business units, project teams…)
– A holistic lens studies the organization taking into account its context (socio-economic context, partners, …)
Each lens requires different network measures and concepts. And each lens answers a different set of questions. Example: The HR department needs to know how the new recruits are doing after 6 months of hiring them. A viable approach would be to conduct an ego-centric network analysis on the recruits. The main objective is to identify the ties among the new recruits and other employees. If the recruits are still peripheral it’s time to take action to help them integrate. Launching an internal mentorship program for instance can help new recruits meet key collaborators that could help them advance their work and nurture a sense of belonging.
Source: Social Network Analysis and Mining for Business Applications. F. Bonchi, C. Castillo, A. Gionis, and A Jaimes, Yahoo! Research Barcelona