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Proposal Form Document

Dissertation Proposal Cover Sheet

How to use this form

You must attach this cover sheet to the front of your proposal. You may submit your proposal using the Dissertation Proposal Submission Form DIS-FM-07D(2) by typing on the form itself, or by producing a document of your own which follows the same structure, and includes all the appropriate information. You should complete your Proposal by using your dissertation workshop materials, reading through the online Dissertation Builder materials in the Dissertation Tutorial database and by referring to the Henley recommended textbooks.

Personal information

Please tick as appropriate:

X

MBA/MScModularFEMBAExecutive by DLMBAFull Time MBA

Please indicate if applicable:

Associate name TQ Programme Name

Key words (describing the main topics covered in your Dissertation (e.g. ‘change management’, ‘performance related pay’), up to a maximum of five):

Social Networking, Employee Performance, Organisational Behaviour

Subject discipline (please tick ONE of the following, showing which best describes your topic area)

Marketing Strategy Operations Information systems

X

Human Project Organisational Economics resources management behaviour

Finance Change Innovation Knowledge management management

Other, if not stated above: (please specify)

Dissertation Proposal Submission Form

You must attach a cover sheet (form DIS-FM-07C(1)) to the front of your proposal. You may submit your proposal either by typing on this form itself, or by producing a document of your own which follows the same structure, and includes all the appropriate information, as indicated in this form.

1. The Introduction

The working title of your Dissertation:

Social Networking: an investigation on relationship between employee network profile and their performance in IBM Italy

Your selected topic area – Include here background to the topic you have chosen, a description of the topic including keywords and definitions and boundaries of the topic you will be investigating (approx 200 words)

In today's flatter organizations, collaboration in employee networks has become critical to innovation and to both individual and companywide performance. In a business environment of unprecedented and rapid change, it is no wonder that employees across all industries are finding strong personal and professional networks increasingly important. Properly used, networks can help to improve performance in a number of ways, broadening the exposure to new ideas and solutions and giving increased access to the expertise of leaders in a specific field. Only a fraction of an organization's knowledge exists in databases or in the form of explicit documents and reports that may be found on an organizational intranet (explicit knowledge). The vast majority of organizational knowledge, however, exists only in the heads of its members as intangible factors embedded in personal beliefs, experiences and values (tacit knowledge) … and effective transfer of tacit knowledge generally requires extensive personal contact and trust. Social networking is more than just marketing buzz; the launch of social network sites such as MySpace, Facebook, Bebo, LinkedIn and the rush “to be linked” increased the interest, but the notion of social network and the methods of Social Network Analysis (SNA) have attracted considerable interest and curiosity in recent decades.

From a business perspective, Social Network Analysis allows managers to visualize and understand the myriad of relationships that can either facilitate or impede knowledge creation and transfer in order to drive organizational effectiveness (informal networks analysis), increase revenue through sales force networks, support organizational learning programs and improving organizational performance replicating high performer networks; Organizational network analysis can be thought of as an “x-ray,” providing a view into an organizations’ internal workings to help management understand how work really gets done (Cross, 2003)

Researches show that individuals who are more effective at finding information and tapping into the expertise of others should be better performers in knowledge intensive work. High performer knowledge workers have the ability to create, maintain and leverage their personal networks (Davenport, 2003)

Based on the above considerations, the topic area to be investigated addresses the relationship between employee social network profile and their own job performance in IBM Italy. The network profile will include the structure, the content, the ego relative position and the employee’s activities to develop and maintain his/her own network. An analysis of cross-cultural differences is outside of the proposed dissertation, being the research performed only Italian relatively employees with similar background.

Keywords: Social Networking, Organisation, Employee Performance

Why is it important? – Why is this an important topic to investigate from a theoretical and/or practical perspective? State how the dissertation will help your personal development objectives; career development objectives; your organisation’s objectives (where appropriate) and meet the Henley objectives. (approx 300 words)

My interest in this area switched on during the presentation of a book (Oriani G., 2008)) on informal networks and their power in the organisation. The variety of applications in the organisation environment and the impact on different business areas (organisation, HR, innovation, M&A, revenue growth, knowledge management, communication…) captured my mind. After a month of research and reading time, my previous experience in HR conducts my thoughts on “employee performance”.

People are brought together because they have the variety of skills that, in concert, are needed to carry out a complex activity. But this variety inevitably leads to fragmentation of the organization into silos of specialized

knowledge and activity. It is an understatement to say that resolving this tension is crucial to success in today's knowledge-based and collaborative business environment. The answers to such questions lie not in an examination of organization charts but largely in an understanding of informal social networks and how they emerge

Faced with great challenges, today’s organizations must seek new ways to learn rapidly, organize and leverage knowledge, and foster continuous innovation. Peer networks, whether inside or outside the organization, can help organizations adapt to and take advantage of the rapid changes in their business environment.

The social network perspective may provide useful information to IBM for understand how its top performers build and maintain their connections with peers. It is not a substitute perspective to the traditional focus on individual attributes in human resources management. Having the network attributes of high performance employees, for a specific job role, could help HR to define the right education roadmap and the most useful “events” to replicate that network profile. Moreover, hiring and selection could benefit especially during reorganisation phases.

To Henley, and research in general, this work attempts to give an additional reference and “on the field application” in a growing research area

Finally, the selected area is extremely useful and interesting in light of my personal development. Being services sales professional and desiring to pursue a managerial career in sales, I consider the social aspect of organisation, and so networks among people, a crucial differentiator in this work. Understanding the theories behind social networks and their impact on organisation, performance and future opportunities will help my career and personal culture growth.

2. Literature Review

Summary of key findings and ideas from your initial literature search. How does the literature link to your research question and provide support for your proposed research? (approx 250-300 words)

In Wikinomics (2006), the authors discuss the ways in which mass collaboration continues to change the methods that companies are using to harness skills and knowledge to innovate and increase funds. The more successful companies share information and resources and focus their efforts on four powerful new ideas: openness, peering, sharing and acting globally. The importance of networking, both from a company perfective and from a personal side, is the leit motiv of this recent best seller. But the analysis of networks’ influence of social capital and performance has been a long story ..

Since 1981, D. Brass, working on job characteristics and structural relationships, found a correlation between job positions in the network and relative employee performance. For technical and administrative roles an analysis of Ibarra H. (1993) showed the importance of centrality for administrative people; vice versa, technical people contribution is almost uncorrelated with their position in the network and the rank of their peers.

It was evident with the first SNA researches that network profiles associated with different job roles are significantly dissimilar. For instance, everyone would say that network is crucial for sales positions: the more contacts you have the more leads you will generate. Even is you could be true, this is an oversimplification: different network configurations generate different results (Ustuner T., Godes D, 2006).

According to social network theory, “networks spanning social divides are associated with performance- related outcomes” (Burt, 1992). For example, the research assessing individual (or egocentric) networks has established links between performance and “structural holes,” which are defined in terms of lack of connectivity among people in a network.

In each job role, effective investments in networks can make smarter, more knowledgeable, and better grounded, as well as a more agile learner and collaborator. These capabilities are critical to solving problems and taking advantage of opportunities at the pace necessary for success today.

An MIT/Sloan Management Review article titled “The Social Side of Performance” (Cross et al, 2003) asserted: “What really distinguishes high performers from the rest of the pack is their ability to maintain and leverage personal networks. The most effective create and tap large, diversified networks that are rich in experience and span all organizational boundaries.”

Ibarra H., Hunter M., (2007) states that “successful leaders have a nose for opportunity and a knack for knowing whom to tap to get things done. These qualities depend on a set of strategic networking skills that non leaders rarely possess.”. Moreover, they assert that “as a people moves into a leadership role, his or her network must reorient itself externally, there is rebalancing in networks peers between internal vs external”

This position was confirmed also by Ignace Ng (2005): “ higher ranked managers whose network is internally oriented have lower job performance. This is consistent […] because higher ranked managers in light of their boundary spanning roles need to have a more externally oriented network to be effective”

Cross R and Cummings J. N. (2004) argue that “individual performance in knowledge-intensive work is associated with properties of both networks and ties. Relationships crossing organizational boundaries, physical barriers, or hierarchical levels can, like networks, provide unique information and diverse perspectives to individuals completing tasks at work.”

Initial bibliography: See attached Appendix A.

3. Research Question(s)

Specific research question(s) Your literature review should culminate in a specific statement of the research question(s) that your dissertation will investigate. (approx 50-100 words)

• Which network profile do top performers have in a professional service firm (IBM Italy)? From networking point of view, what differentiates top performer from average and low performers?

• Are there significant differences between sales and backoffice people?

• Is there a relationship between social networking ability and employee performance? Or well structure and clear process could mitigate this ability effect?

4. Research Design

Research design and data collection plan. What research method will you use and why? Explain how you will collect the data and identify any practical issues. Give details of your proposed sample and how you will access it. (200-250 words)

The research instrument proposed is primarily a quantitative research, in accordance with all researches previously performed in network analysis. The investigation will be based on ego-centered network: the person or respondent (ego) is the centre of his own network. He/she will be asked to measure his/her connections (ties) to alters and the ties between alters. Specific questions will be inserted to test the hypotheses that come out from literature review.

Secondary data are not available on relationship between employees’ performance and their network. Survey’s participants will be asked a self evaluation on their performance during last 2 years (HIGH, AVERAGE, LOW) and this data will be checked with HR dept to verify any relevant discrepancies.

The research will be carried out using anonymous questionnaires which will take no more than 30 minutes to be completed.

The sample consists of relatively young employees between 30 and 35 with at 5 years of IBM experience, working in different service business lines with different roles

The sample counts around 200 employees and it is expected a response rate of 50%, leveraging of HR sponsorship and personal connections.

A piloting session will be carried out to verify clear understanding of questionnaire, time necessary to complete it. In addition, analysis pilot will be applied to test mathematical tools and design the analysis process.

In case of non-conclusive results from quantitative data analysis a e semi-structured focus group discussion will e held to get an insight into more qualitative aspect network’s impact on personal performance.

Proposed analysis and presentation techniques to be used How will you analyse the data and present your findings? (100-150 words)

All data will be gathered in spreadsheets in order to facilitate the analysis and the importing in any statistical tools. My proposal is to use UCINET 6 for Windows: it is a comprehensive program for the analysis of social networks and it includes many network analytical routines. I will pay the cost of 40$ for a full time student license. Anyway, a deeper discussion on software selection will be held with assigned tutor.

The result will be presented as tables, Excel graphs and, where noteworthy, with the ego-network graph.

5. Managing Your Dissertation

Project Plan: Your project plan should include key milestones and timings and be attached as Appendix B)

List of resources and stakeholders needed for success:

A detail project plan is presented in appendix B: the Key Milestones are represented by proposal submission, literature review submission, draft and final submission.

Even thought milestones and year end final submission are challenging, 7 weeks of vacation have been allocated for dissertation preparation and strong sponsorship has been given by HR dept and my management to complete the MBA by the year end.

The resources needed: time allocated, access to Henley library, IBM Intranet; academic journal articles and business press. Moreover, a sponsorship from HR dept has been obtained to send out a survey (as exception to IBM indications)

The stakeholders are my personal tutor, my business line managers, interviewees and HR department which is sponsoring and supporting me in this dissertation

6. Appendixes:

(Attach appendixes to your completed proposal form):

• Reference list

• Dissertation project plan

Part 7 Office use only

Name of Tutor allocated:…………………………………………. Date: …………………………………………….

Appendix A - List of References

Baldwin TT, Bedell MD, Johnson JL, (1997) ‘The social fabric of a team-based MBA Program: Network effects on student satisfaction and performance’; Academy of Management Journal; 1997 Vol. 40

Barrel A., Image S. (1993), ‘Executive Networking – Making the most of your business contacts’ Director Books6

Burt, R. (1992) ‘Structural holes’ Cambridge, MA: Harvard University Press.

Brass, Daniel J.. (1981) ‘Structural Relationships, Job Characteristics, and Worker Satisfaction and Performance’ Administrative Science Quarterly, Sep81, Vol. 26 Issue 3, p331-348

Brass. D. J. (1992) ‘Power in organizations: A social network perspective.’ In G, Moore & J. A. Whitl (Eds.). Research in politics and society, vol. 4: 295-323. Greenwich, GT: JAI Press

Brass, Daniel J. (1995) ‘A social network perspective on human resources management.’ In Gerald R. Ferris (Ed.), Research in Personnel and Human Resources Management, Vol. 13, Greenwixh, CT: JAI Press.

Casciaro T., Lobo M. S., (2005) ‘Competent Jerks, Lovable Fools, and the Formation of Social Networks.’ Harvard Business Review, Jun2005, Vol. 83 Issue 6, p92-99

Cross R., Parker A. (2004), ‘The Hidden Power of Social Networks: Understanding How Work Really Gets Done in Organizations’ Harvard Business School Press

Cross R., Parker A., Prusak L., Borgatti, Stephen P.(2001) ‘Knowing What We Know: Supporting Knowledge Creation and Sharing in Social Networks’ Organizational Dynamics, Vol. 30 Issue 2, p100-120

Cross R. Prusak L. (2002) ‘The People Who Make Organizations Go--or Stop.’ Harvard Business Review, Vol. 80 Issue 6, p104-111

Cross R, Cummings J. N. (2004) “Tie and Network Correlates of Individual Performance in Knowledge-Intensive Work,” Academy of Management Journal, 47 (6), 928–937.

Cross, R., Davenport, T. H., & Cantrell, S. (2003) ‘The social side of performance’ MIT/Sloan Management Review, 45(1), 23.

Cross, R.L., Parker, A. and Borgatti, S.P. (2000) ‘A birds-eye view: Using social network analysis to improve knowledge creation and sharing.’ Knowledge Directions. 2(1): 48-61.

Davenport T., Prusak L. (1998), ‘Working Knowledge: How organisations manage what they know’ Harvard Business School Press

Dulworth M., (2006) ‘Enhancing Personal and Professional Development: The Role of Peer Networks’ Wiley Interscience

Ericson L. C., Jacoby M. S (2003) ‘The Effect of Employer Networks on Workplace Innovation and Training’ Industrial And Labour Relations Review Vol 56 No. 2 Cornell University

Ibarra H., Hunter M., (2007) ‘How Leaders Create and Use Networks’ Harvard Business Review January 2007

Ibarra H. (1993) ‘Network Centrality, Power, and Innovation Involvement: Determinants of Technical and Administrative Roles’ Academy of Management Journal 1993, Vol. 36, No. 3

Ignace Ng, Irene Hau-Siu Chow (2005), ‘Does Networking with Colleagues Matter in Enhancing Job Performance?’ Asia Pacific Journal of Management, Vol. 22 Issue 4, p405-421, 17p; (AN 19578270)

Labianca, G., Brass D. J., (2006) ‘Exploring the Social Ledger: Negative Relationships and Negative Asymmetry in Social networks in Organisations’ Academy of Management Review, Jul2006, Vol. 31 Issue 3

Mehra A., Kilduff M., Brass D. J., (2001)‘The Social Networks of High and Low Self-Monitors: Implications for Workplace Performance.’ Administrative Science Quarterly, Mar2001, Vol. 46 Issue 1, p121-146

Mehra, A., Dixon A. L., Brass D. J., Robertson B., (2006), ‘The Social Network Ties of Group Leaders: Implications for Group Performance and Leader Reputation’ Organization Science, Jan/Feb2006, Vol. 17 Issue 1

Oriani G. (2008) ‘La forza delle reti di relazioni informali nelle organizzazioni – The Organisational Network Analysis’ Franco Angeli

Perri 6, Goodwin N., Peck E., Freeman T. (2006), ‘Managing networks of twenty-first century organisations’ Palgrave Macmillan

Reagans, R., Zuckerman, E., and McEvily, B. (2004), ‘How to make the team: Social networks vs. demography as criteria for designing effective teams.’ Administrative Science Quarterly, 49: 101-133.

Tapscott D.,Williams A. D. (2006) ‘Wikinomics: How Mass Collaboration Changes Everything’ Penguin Group

Ustuner T., Godes D, (2006) ‘Better Sales Networks’ Harvard Business Review July-August 2006

Wasserman S., Faust K. (1994), ‘Social Network Analysis: Methods and Applications (Structural Analysis in the Social Sciences)’ Cambridge University Press

Appendix B – Dissertation Project Plan (High Level)

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