| 000 | 04809nam a2201225Ia 4500 | ||
|---|---|---|---|
| 000 | 02693nas a2200217 i 4500 | ||
| 001 | 22655 | ||
| 003 | 0 | ||
| 005 | 20250920161921.0 | ||
| 008 | 140521n r p 0 0eng d | ||
| 010 |
_z _z _o _a _b |
||
| 015 |
_22 _a |
||
| 016 |
_2 _2 _a _z |
||
| 020 |
_e _e _a _b _z _c _q _x |
||
| 022 |
_y _y _l _a2 |
||
| 024 |
_2 _2 _d _c _a _q |
||
| 028 |
_a _a _b |
||
| 029 |
_a _a _b |
||
| 032 |
_a _a _b |
||
| 035 |
_a _a _b _z _c _q |
||
| 037 |
_n _n _c _a _b |
||
| 040 |
_e _erda _a _d _b _c |
||
| 041 |
_e _e _a _b _g _h _r |
||
| 043 |
_a _a _b |
||
| 045 |
_b _b _a |
||
| 050 |
_a _a _d _b2 _c0 |
||
| 051 |
_c _c _a _b |
||
| 055 |
_a _a _b |
||
| 060 |
_a _a _b |
||
| 070 |
_a _a _b |
||
| 072 |
_2 _2 _d _a _x |
||
| 082 |
_a _a _d _b2 _c |
||
| 084 |
_2 _2 _a |
||
| 086 |
_2 _2 _a |
||
| 090 |
_a _a _m _b _q |
||
| 092 |
_f _f _a _b |
||
| 096 |
_a _a _b |
||
| 097 |
_a _a _b |
||
| 100 |
_e _e _a _d _b4 _u _c0 _q16 |
||
| 110 |
_e _e _a _d _b _n _c _k |
||
| 111 |
_a _a _d _b _n _c |
||
| 130 |
_s _s _a _p _f _l _k |
||
| 210 |
_a _a _b |
||
| 222 |
_a _a _b |
||
| 240 |
_s _s _a _m _g _n _f _l _o _p _k |
||
| 245 | 0 |
_a _aA practical guide to social networks. _d _b _n _c _h6 _p |
|
| 246 |
_a _a _b _n _i _f6 _p |
||
| 249 |
_i _i _a |
||
| 250 |
_6 _6 _a _b |
||
| 260 |
_e _e _a _b _f _c _g |
||
| 264 |
_3 _3 _a _d _b _c46 |
||
| 300 |
_e _e _c _a _b |
||
| 310 |
_a _a _b |
||
| 321 |
_a _a _b |
||
| 336 |
_b _atext _2rdacontent |
||
| 337 |
_3 _30 _b _aunmediated _2rdamedia |
||
| 338 |
_3 _30 _b _avolume _2rdacarrier |
||
| 340 |
_2 _20 _g _n |
||
| 344 |
_2 _2 _a0 _b |
||
| 347 |
_2 _2 _a0 |
||
| 362 |
_a _a _b |
||
| 385 |
_m _m _a2 |
||
| 410 |
_t _t _b _a _v |
||
| 440 |
_p _p _a _x _v |
||
| 490 |
_a _a _x _v |
||
| 500 |
_a _aABSTRACT : Saying that networks are important is stating the obvious. But harnessing the power of these seemingly invisible groups to achieve organizational goals is an elusive undertaking. Most efforts to promote collaboration are haphazard and built on the implicit philosophy that more connectivity is better. In truth, networks create relational demands that sap people's time and energy and can bog down entire organizations. It's crucial for executives to learn how to promote connectivity only where it benefits an organization or individual and to decrease unnecessary connections. In this article, the authors introduce three types of social networks, each of which delivers unique value. The customized response network excels at framing the ambiguous problems involved in innovation. Strategy consulting firms and new-product development groups rely on this format. By contrast, surgical teams and law firms rely mostly on the modular response network, which works best when components of the problem are known but the sequence of those components in the solution is unknown. And the routine response network is best suited for organizations like call centers, where the problems and solutions are fairly predictable but collaboration is still needed. Executives shouldn't simply hope that collaboration will spontaneously occur in the right places atthe right times in their organization. They need to develop a strategic, nuanced view of collaboration, and they must take steps to ensure that their companies support the types of social networks that best fit their goals. Drawing on examples from Novartis, the FAA, and Sallie Mae, the authors offer managers the tools they need to determine which network will deliver the best results for their organizations and which strategic investments will nurture the right degree of connectivity. _d _b _c56 |
||
| 504 |
_a _a _x |
||
| 505 |
_a _a _b _t _g _r |
||
| 506 |
_a _a5 |
||
| 510 |
_a _a _x |
||
| 520 |
_b _b _c _a _u |
||
| 521 |
_a _a _b |
||
| 533 |
_e _e _a _d _b _n _c |
||
| 540 |
_c _c _a5 |
||
| 542 |
_g _g _f |
||
| 546 |
_a _a _b |
||
| 583 |
_5 _5 _k _c _a _b |
||
| 590 |
_a _a _b |
||
| 600 |
_b _b _v _t _c2 _q _a _x0 _z _d _y |
||
| 610 |
_b _b _v _t2 _x _a _k0 _p _z _d6 _y |
||
| 611 |
_a _a _d _n2 _c0 _v |
||
| 630 |
_x _x _a _d _p20 _v |
||
| 648 |
_2 _2 _a |
||
| 650 |
_x _xGuidelines as Topic _aSocial Support;Cooperative Behavior* _d _b _zOrganizational Objectives;Commerce _yInterprofessional Relations _2sears;sears0 _v |
||
| 651 |
_x _x _a _y20 _v _z |
||
| 655 |
_0 _0 _a _y2 _z |
||
| 700 |
_i _i _t _c _b _s1 _q _f _k40 _p _d _e _aCross R1, Liedtka J, Weiss L. _l _n6 |
||
| 710 |
_b _b _t _c _e _f _k40 _p _d5 _l _n6 _a |
||
| 711 |
_a _a _d _b _n _t _c |
||
| 730 |
_s _s _a _d _n _p _f _l _k |
||
| 740 |
_e _e _a _d _b _n _c6 |
||
| 753 |
_c _c _a |
||
| 767 |
_t _t _w |
||
| 770 |
_t _t _w _x |
||
| 773 |
_a _aHarvard Business Review. 2005 Mar;83(3): pp.124-32, 150. _d _g _m _t _b _v _i _p |
||
| 775 |
_t _t _w _x |
||
| 776 |
_s _s _a _d _b _z _i _t _x _h _c _w |
||
| 780 |
_x _x _a _g _t _w |
||
| 785 |
_t _t _w _a _x |
||
| 787 |
_x _x _d _g _i _t _w |
||
| 800 |
_a _a _d _l _f _t0 _q _v |
||
| 810 |
_a _a _b _f _t _q _v |
||
| 830 |
_x _x _a _p _n _l0 _v |
||
| 942 |
_a _alcc _cBK |
||
| 999 |
_c6513 _d6513 |
||