This book explores the basic traits of inter-organizational networks, examining the interplay between structure, dynamics, and performance from a governance perspective. The book assumes a novel theoretical angle based on the interpretation of networks as multiple systems, and advances the theory in the realm of network effectiveness and failure. Composed of two parts, theoretical and empirical, The Network Organization clarifies the literature on networks, offering a systematic review, and provides a new perspective on their integration with other streams of research focusing on under-studied issues such as agency, micro-dynamics, and network effectiveness. The second part proposes the analysis of the tourism destination of Venice, with a specific focus on the network between the Venice Film Festival, the hospitality system, and the local institutions. By exploring the pervasion of networks in modern social and economic life, this book will be valuable to students, researchers, practitioners and policy-makers.

This book brings together the essential elements of operating systems, computer organization and networks whilst also giving a practical overview of the subject. The gradual development of topics allows the reader to understand the fundamentals and as well as the bigger picture.

The Organizational Network Fieldbook "This is the ultimate resource for practitioners who want to implement insights from organizational network analysis and thinking. Dozens of concrete examples, interventions, and practical advice from network experts show you what you can do to strengthen networks and boost performance. This book is essential for anyone in business, government, or consulting who wants to get network thinking from analysis to action in organizations." WAYNE BAKER, professor of management and organizations, Stephen M. Ross School of Business, University of Michigan "What a great idea this book is! The Organizational Network Fieldbook will demand to be read by anyone undertaking any social network efforts in their organization. It is not only a unique book, but it is also very well thought-out, finely written, and exceptionally pragmatic. It's a great achievement for the authors and a great boon to all practitioners." LARRY PRUSAK, researcher and consultant, and the founder and former director of the Institute for Knowledge Management In this practical companion to the best-selling Driving Results Through Social Networks, the authors draw on their network-building activities in organizations such as ConocoPhillips, 3M, and the United States Department of Defense in order to provide a compilation of highly practical approaches to help leaders shift their focus from formal organizational structures to a better understanding of flexible networks.

This work examines the resurgence of good organization as a key competitive factor, as experienced by firms in the 1990s. It argues that to be competitive during this period, it was no longer sufficient to have a well-structured strategic plan, and it was necessary to remove excessive hierarchy from the organization.

The Age of the Network offers leaders, managers, and teams a new, practical view of how to think about their companies and reinvent them without losing the value and knowledge that's embedded in their current organization. The Age of the Network delivers a rich array of advice and insights for starting the vital process of creating a networked enterprise. Lipnack and Stamps show managers how to focus on five essential team net (networks of teams) principles which include establishing a clear purpose and creating communication links. Next, they offer a guided tour describing how organizations can turn these principles into practice and evaluate their real potential for creating a networked organization.

Networks & Organizations debunks the myth that we are in the midst of an unprecedented era of change & refocuses attention on the timeless problem of management--mobilizing individual & collective action. The authors take a fresh look at what actually happens in organizations & reveal how rhetoric & the search for identity--not structure, systems, & strategies that characterize the design perspective of organizations--are the real motivators of action in organizations. They then offer an alternative view in which robust action (not equilibrium), fit, & alignment should serve as a positive guide for managerial action.

This practical guide shows how to facilitate collaboration among diverse individuals and organizations to navigate complexity and create change in our interconnected world. The social and environmental challenges we face today are not only complex, they are also systemic and structural and have no obvious solutions. They require diverse combinations of people, organizations, and sectors to coordinate actions and work together even when the way forward is unclear. Even so, collaborative efforts often fail because they attempt to navigate complexity with traditional strategic plans, created by hierarchies that ignore the way people naturally connect. By embracing a living-systems approach to organizing, impact networks bring people together to build relationships across boundaries; leverage the existing work, skills, and motivations of the group; and make progress amid unpredictable and ever-changing conditions. As a powerful and flexible organizing system that can span regions, organizations, and silos of all kinds, impact networks underlie some of the most impressive and large-scale efforts to create change across the globe. David Ehrlichman draws on his experience as a network builder; interviews with dozens of network leaders; and insights from the fields of network science, community building, and systems thinking to provide a clear process for creating and developing impact networks. Given the increasing complexity of our society and the issues we face, our ability to form, grow, and work through networks has never been more essential.