HRM and Social Networks

Comment

Comment by Gautam Kumar chaudhury on August 18, 2009 at 11:48pm

I am intersted to join from India

Comment by Kathryn Alexander on August 18, 2009 at 1:44pm

After reading the comments, I might suggest Cisco Systems as a case study.

Comment by Kathryn Alexander on August 18, 2009 at 1:41pm

It is my belief that social network involvement and use will require a specific kind of culture. What say you?

Comment by Claire Gubbins on March 23, 2009 at 11:54am

Hi all, I'm catching up with the debates here. My area is also social capital and social networks. My Phd focused on this area and similar to what many of you are saying, I tried to encourage HRD researchers to the field by editing a special issue on social networks and HRD (in Advances in Developing Human Resources) among other publications. I'm definetely interesting in doing more in this area and it seems a few of us here could combine efforts to good effect.

Comment by Robert Kaše on October 14, 2008 at 5:36am

Dear colleagues,

I would like to draw your attention to a publication possibility in the area of HRM and social networks - a special issue "Knowledge and Learning Networks in Organizations" in European Journal of International Management (EJIM) - and ask you to submit your work to be considered for publication in this special issue. EJIM has just recently been approved as an ISI journal, which makes it an even more attractive journal for publishing your work.

With the special issue "Knowledge and Learning Networks in organizations" we aim to bring together innovative empirical research and conceptual work with strong implications for producing further insight about knowledge and learning networks in organizations. Multilevel research and research simultaneously using multiple theoretical backgrounds are especially welcome.

Submissions are encouraged to be related but are not restricted to the following topics:
* The social network perspective to organizational learning and knowledge transfer
* The effect of contextual factors (e.g., organizational structure, leadership, organizational culture, HRM practices, work design) on organizational learning and knowledge networks
* Effects of homophily and physical proximity on organizational learning and knowledge networks
* Dynamics of knowledge and learning networks
* Knowledge and learning networks and organizational performance
* Other consequences of learning and knowledge networks (e.g., innovation)
* Interaction between knowledge and learning networks and other intra- and inter-organizational networks

The special issue is limited to a maximum of 7 papers and is scheduled for early 2010.

The authors submitting their work should follow instructions that apply for regular EJIM papers: http://www.inderscience.com/mapper.php?id=31. Please note that submitted paper should be between 5000-7000 words including references. All submitted papers will go through the standard double-blind reviewing process.

Full paper submissions for the special issue should be sent directly to robert.kase@ef.uni-lj.si or miha.skerlavaj@ef.uni-lj.si by October 31 2008.

If you have any other questions about the special issue do not hesitate to contact us. Please forward this to your colleagues that might be interested.

We are looking forward to hearing from you,

Guest Editors
Robert Kaše and Miha Škerlavaj

Comment by Angelos Alexopoulos on June 26, 2008 at 5:16pm

I would agree with Jon that social capital (or what can more broadly described as social relations) offers a promising starting point for examining the shifting role of HRM in a knowledge-intensive context. And that's exactly where my research lies. Maybe we could first put together a list of references as well as a list of experts?

Comment by Jon Ingham on June 22, 2008 at 3:45am

James, perhaps we need to agree a small number of questions to try and answer. People can then describe the relevant areas of their research / experience which answers these.

So, for example:

- What are the benefits of linking HRM and social networks ie what impact can HR have on the business through better understanding / ability to influence social networks?

- What activities are useful to drive these benefits?

- What are the case studies?

- What are the other interesting questions that we stll need to understand / research?


I would volunteer my research to start this process rolling, but I have growing interesting rather than existing expertise in this area.

I will say that I think the main benefits are the development of social capital in organisations. We've known for a while now that the main point of performance in many organisations is the team rather than the individual. If this is true, then social rather than human capital is the main source of a business' competitive advantage.

The study of social networks should give us some abilty to gain traction in this increasingly important area.

Comment by James Hayton on June 8, 2008 at 3:44pm

It strikes me, this is a pretty neat working group with interests and experience across a range of applications. I wonder how we might leverage this further?

Comment by Miha Škerlavaj on June 3, 2008 at 7:43am

It is great to see the social network ideas spreading throughout the HR community. Given the presentation phase of this community we are in, let me share a few words on my research interest with you. I am working on intra-organizational learning networks, which are in essence interdisciplinary area of research and also strongly related to HRM. Specifically, i work on both exploratory as well as confirmatory analyses of learning (and also advice, innovation, as well as friendship) networks in various organizations from different countries. More at my webpage: http://mihaskerlavaj.net. I am always interested to collaborate in new contexts. Who knows, this might be a beginning of some wonderful relationship. :-)

Comment by Mark Fenton-O'Creevy on May 27, 2008 at 1:49pm

I am currently working on a case study of the cross national transfer of HR practices in an MNE (with Paul Gooderham and Jean-Luc Cerdin). We are using ideas from social capital theory and institutional entrepreneurship to make sense of the role played by people in bridging roles within the organisation and the skills which they deploy in translating practices beween contexts.

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