Social network resilience following organisational change

Murphy, Glen D., Chang, Artemis, & Unsworth, Kerrie L. (2014) Social network resilience following organisational change. In 28th Australian and New Zealand Academy of Management Conference : Reshaping Management for Impact, 3 – 5 December 2014, University of Technology, Sydney, NSW.

Abstract

This paper presents two key findings from a longitudinal study examining the dynamics of social networks during organisational change. One, the degree to which users seek new sources of information while adapting to the change. Two, the degree to which social networks display structural resilience when undergoing significant structural and technological change. Users reported an increase in advice ties post-implementation, however a proportionally higher increase in ties within their work group compared to the wider network was identified. The results also supported the supposition that while IT driven change may initially disrupt social networks some networks possess a high degree of resilience, with key players reasserting their original positions of influence following the initial phase of change related disruption.

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ID Code: 80111
Item Type: Conference Paper
Refereed: Yes
Additional URLs:
Keywords: Information Systems, Organisational Change, Social Networks
Subjects: Australian and New Zealand Standard Research Classification > COMMERCE MANAGEMENT TOURISM AND SERVICES (150000) > BUSINESS AND MANAGEMENT (150300) > Organisational Behaviour (150311)
Divisions: Current > QUT Faculties and Divisions > QUT Business School
Current > Schools > School of Management
Copyright Owner: Copyright 2014 [please consult the author]
Deposited On: 15 Jan 2015 00:05
Last Modified: 17 Jan 2015 08:33

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