Authors: Andrew Pressey and Wesley James Johnston; Linda Peters; Zsofia Toth
The synchronous existence of informal and formal social networks within organizations has long been recognized as important in collaborating and co-creating with others. However, a network approach using social network analysis has rarely been applied in the context of value co-creation, i.e. when different parties mutually contribute to the value that is created through interaction in an interdependent relational context. Tension in value co-creation networks might have both positive and negative effects the outcome, including that it can create competitive atmosphere within a primarilly collaborative network. Two case studies using qualitative investigation as well as social network analysis are envisaged to compare and contrast formal and informal networks between managers in the construction industry. Data is collected through in-depth qualitative interviews and survey within two project organisations working at two similar construction projects. One of these projects has been successfully delivered on time and the other one became dysfunctional and could not meet the delivery deadline. Striking differences between the informal organization and formal structures are revealed and a series of insights into the communication habits of the managers are presented with special regard to tension in their networks, considering their network roles in value co-creation.
Journal: n.a. (n.a. – n.a.)
Web Address: n.a.
Publish Year: 2016
Conference: Poznan, Poland (2016)