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Intra-organizational Networks and Performance: A Review

Author

Listed:
  • Henk Flap

    (Utrecht University)

  • Bert Bulder

    (Utrecht University)

  • Beate V#x00D6;lker

    (Utrecht University)

Abstract

Intra-organizational network research had its first heyday during the empirical revolution in social sciences before World War II when it discovered the informal group within the formal organization. These studies comment on the classic sociological idea of bureaucracy being the optimal organization. Later relational interest within organizational studies gave way to comparative studies on the quantifiable formal features of organizations. There has been a resurgence in intra-organizational networks studies recently as the conviction grows that they are critical to organizational and individual performance. Along with methodological improvements, the theoretical emphasis has shifted from networks as a constraining force to a conceptualization that sees them as providing opportunities and finally, as social capital. Because of this shift it has become necessary not only to explain the differences between networks but also their outcomes, that is, their performance. It also implies that internal and external networks should no longer be treated separately. Research on differences between intra-organizational networks centers on the influence of the formal organization, organizational demography, technology and environment. Studies on outcomes deal with diffusion and adaptation of innovation; the utilization of human capital; recruitment, absenteeism and turnover; work stress and job satisfaction; equity; power; information efficiency; collective decision making; mobilization for and outcomes of conflicts; social control; profit and survival of firms and individual performance. Of all the difficulties that are associated with intra-organizational network research, problems of access to organizations and incomparability of research findings seem to be the most serious. Nevertheless, future research should concentrate on mechanisms that make networks productive, while taking into account the difficulties of measuring performance within organizations, such as the performance paradox and the halo-effect.

Suggested Citation

  • Henk Flap & Bert Bulder & Beate V#x00D6;lker, 1998. "Intra-organizational Networks and Performance: A Review," Computational and Mathematical Organization Theory, Springer, vol. 4(2), pages 109-147, June.
    • Handle: RePEc:spr:comaot:v:4:y:1998:i:2:d:10.1023_a:1009675906926
    DOI: 10.1023/A:1009675906926
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    References listed on IDEAS

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    1. Oliver E. Williamson, 1967. "Hierarchical Control and Optimum Firm Size," Journal of Political Economy, University of Chicago Press, vol. 75(2), pages 123-123.
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    Cited by:

    1. Janhonen, Minna & Johanson, Jan-Erik, 2011. "Role of knowledge conversion and social networks in team performance," International Journal of Information Management, Elsevier, vol. 31(3), pages 217-225.
    2. Tom A.B. Snijders, 1998. "Methodological Issues in Studying Effects of Networks in Organizations," Computational and Mathematical Organization Theory, Springer, vol. 4(2), pages 205-215, June.
    3. Umut Yılmaz Çetinkaya & Erkan Erdil, 2016. "Cohesion and Competition of Europe: Innovation Policy from the Perspective of Networks and Entropy," Foresight-Russia Форсайт, CyberLeninka;Федеральное государственное автономное образовательное учреждение высшего образования «Национальный исследовательский университет «Высшая школа экономики», vol. 10(4 (eng)), pages 7-24.
    4. Umut Yilmaz Cetinkaya & Erkan Erdil, 2015. "Cohesion and Competition of Europe: Policy Suggestions from The Perspective of Network and Entropy," STPS Working Papers 1505, STPS - Science and Technology Policy Studies Center, Middle East Technical University, revised Dec 2015.
    5. Bosch-Sijtsema, Petra M. & Rispens, Sonja, 2003. "Facilitating knowledge transfer in virtual teams through a social network approach," Research Report 03B31, University of Groningen, Research Institute SOM (Systems, Organisations and Management).
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