The Strategically Networked Organization : Leveraging Social Networks to Improve Organizational Performance.

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Front Cover; The Strategically Networked Organization; Copyright Page; Contents; Acknowledgments; 1 Introduction; 2 How is Organization Strategic?; External versus Internal Environment in Strategy; Who Is a Strategist?; Different Schools of Thought on the Relationship between Strategy and Organization; Top Down and Bottom Up; Members of the Organization as Strategists; The Formal and Informal Organization in Strategy Practice; Social Networks as Capabilities, Assets, and Capital; How Do Social Networks Matter in Strategizing?; Summary of the Relationship between Strategy and Organization.

3 Social Network Analysis for Strategically Networked OrganizationAn Individual's Position in a Network; Structure of the Network; Density of a Network; Centralization of the Network; Conducting a Network Survey; Ethical Aspects of Using Social Network Analysis; Network Visualization; Summary of the Use of Social Networks in Strategy Making; 4 Social Structure in Strategizing; Social Structure in Strategic Knowledge Sharing; Knowledge, Information, and Communication in a Modern Organization; The Formal versus Informal Organization in Knowledge Sharing.

Knowledge Creates Different Strategic OutcomesEfficiency in Knowledge Sharing; Middle Management in a Particularly Strategic Network Position; Issues of Power in Knowledge Sharing; Business Unit Connectedness; Summary of Social Structure in Strategy Making; 5 Social Relations; Strategizing in Networked Organizations; Economic Activity Is Embedded in Social Relations; Social Relations Provide Outcomes to Individuals and Organizations; Characteristics of Ties; Strong and Weak Ties; Trust in Social Relations; Emotions in Social Relations; Positive and Negative Ties.

Social Relations in Top Management Strategy WorkSocial Relations in Strategic Human Relations Management; Social Relations in Strategic Change; Social Relations in Strategic Organizational Learning; Social Relations in Implementing Strategy Initiatives; Summary of Social Relations in Strategy Making; 6 Social Interaction and Strategic Transformation; From Content and Structure to Relational Dynamics in Social Networks; Relational Dynamics in Strategy Making; Strategy Narrative Constitutes Relations in Strategy Making; Strategy Language Tends to Discourage Interaction.

Members of the Organization Join in Narrating the StrategyThe Transformational Power of Language in Interaction; Appreciative Interaction in Strategy Making; Strategy Communication; New Solutions for Strategy Making; Summary of Dynamics of Interaction; 7 Social Networks in Strategy Making; 8 Guidelines for Networked Strategy Making; Creating a Shared and Inspiring Vision; Creating Knowledge-Based Competitive Advantage; Top Management Teams; Middle Management; Strategic Leadership in a Networked Organization; Leading Strategic Change; Support Strategic Learning; Support Strategic Initiatives.

References.

'The Strategically Networked Organization' shows top and upper-middle management how cultivating an understanding of intra-firm social relations can help them to build unique strategic advantage and make use of the day-to-day knowledge that emerges in the social connections and interactions within an organization.

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