Hierarchy measure for complex networks

Nature, technology and society are full of complexity arising from the intricate web of the interactions among the units of the related systems (e.g., proteins, computers, people). Consequently, one of the most successful recent approaches to capturing the fundamental features of the structure and dynamics of complex systems has been the investigation of the networks associated with the above units (nodes) together with their relations (edges). Most complex systems have an inherently hierarchical organization and, correspondingly, the networks behind them also exhibit hierarchical features. Indeed, several papers have been devoted to describing this essential aspect of networks, however, without resulting in a widely accepted, converging concept concerning the quantitative characterization of the level of their hierarchy. Here we develop an approach and propose a quantity (measure) which is simple enough to be widely applicable, reveals a number of universal features of the organization of real-world networks and, as we demonstrate, is capable of capturing the essential features of the structure and the degree of hierarchy in a complex network. The measure we introduce is based on a generalization of the m-reach centrality, which we first extend to directed/partially directed graphs. Then, we define the global reaching centrality (GRC), which is the difference between the maximum and the average value of the generalized reach centralities over the network. We investigate the behavior of the GRC considering both a synthetic model with an adjustable level of hierarchy and real networks. Results for real networks show that our hierarchy measure is related to the controllability of the given system. We also propose a visualization procedure for large complex networks that can be used to obtain an overall qualitative picture about the nature of their hierarchical structure.Comment: 29 pages, 9 figures, 4 table

Organizational Chart Inference

Nowadays, to facilitate the communication and cooperation among employees, a new family of online social networks has been adopted in many companies, which are called the "enterprise social networks" (ESNs). ESNs can provide employees with various professional services to help them deal with daily work issues. Meanwhile, employees in companies are usually organized into different hierarchies according to the relative ranks of their positions. The company internal management structure can be outlined with the organizational chart visually, which is normally confidential to the public out of the privacy and security concerns. In this paper, we want to study the IOC (Inference of Organizational Chart) problem to identify company internal organizational chart based on the heterogeneous online ESN launched in it. IOC is very challenging to address as, to guarantee smooth operations, the internal organizational charts of companies need to meet certain structural requirements (about its depth and width). To solve the IOC problem, a novel unsupervised method Create (ChArT REcovEr) is proposed in this paper, which consists of 3 steps: (1) social stratification of ESN users into different social classes, (2) supervision link inference from managers to subordinates, and (3) consecutive social classes matching to prune the redundant supervision links. Extensive experiments conducted on real-world online ESN dataset demonstrate that Create can perform very well in addressing the IOC problem.Comment: 10 pages, 9 figures, 1 table. The paper is accepted by KDD 201

Entrepreneurship versus Intrapreneurship

This paper provides a review of theoretical studies on the concepts of entrepreneurship and intrapreneurship, pinpointing the similarities and differences between them. Entrepreneurship continues to thrive in almost all corners of the world. Entrepreneurs are reshaping the business environment, creating a world in which their companies play an important role in the vitality of the global economy. But there is not always necessary to establish a company in order to implement new ideas. A great potential lies in applying business principles within existing organizations.entrepreneurship, intrapreneurship, human capital, business, leadership.

Is project management the new management 2.0?

This paper considers the evolving nature of project management (PM) and offers a comparison with the evolving nature of management generally. Specifically, we identify a number of management trends that are drawn from a paper that documents a proposed ‘Management 2.0’ model, and we compare those trends to the way in which PM is maturing to embrace the challenges of modern organizational progress.Some theoretical frameworks are offered that assist in explaining the shift from the historically accepted ‘tools and techniques’ model to a more nuanced and behaviorally driven paradigm that is arguably more appropriate to manage change in today’s flexible and progressive organizations, and which provide a more coherent response, both in PM and traditional management, to McDonald’s forces. In addition, we offer a number of examples to robustly support our assertions, based around the development of innovative products from Apple Inc. In using this metaphor to demonstrate the evolution of project-based work, we link PM with innovation and new product development.

Gender diversity in the board, women’s leadership and business performance

Purpose: This paper investigates how gender diversity in top management—i.e., boardroom and top management positions—impacts business performance among Colombian public businesses. Design/methodology/approach: Building on the Upper Echelon theory which emphasizes that gender in an important characteristic that influences top management’s decision making, we employ panel data models on a sample of 54 Colombian public businesses for the period 2008-2015 to test the proposed hypotheses relating gender diversity and subsequent business performance. Findings: The results support that gender diversity is positively associated with subsequent business performance. More concretely, we find that the relationship between gender diversity at the top of the corporate hierarchy—in our case, as CEO and in the top management team—and subsequent performance becomes more evident when performance is linked to business operations (ROA), while the positive effect of women’s representation in the boardroom and subsequent performance is significant when performance is measured via shareholder-oriented metrics (ROE). Originality/value: Few studies have addressed the role of gender diversity on performance in developing economies. This study contributes to better understand how gender diversity impacts performance in contexts where women are underrepresented in the top management, and where the appointment of women directors or managers is not driven by regulatory pressures.Peer ReviewedPostprint (author's final draft

Useful Descriptions of Organizational Processes: Collecting Data for the Process Handbook

This paper describes a data collection methodology for business process analysis. Unlike static objects, business processes are semi-repetitive sequences of events that are often widely distributed in time and space, with ambiguous boundaries. To redesign or even just describe a business process requires an approach that is sensitive to these aspects of the phenomena. The method described here is intended to generate semi-formal process representations suitable for inclusion in a "handbook" of organizational processes. Using basic techniques of ethnographic interviewing and observation, the method helps users map decomposition, specialization, and dependency relationships at an intermediate level of abstraction meaningful to participants. By connecting new process descriptions to an existing taxonomy of similar descriptions in the Handbook, this method helps build a common vocabulary for process description and analysis.

From Business Organizations To Judicial Hierarchies: Error Correction Lessons

In this paper I am trying to answer the question of how analysis of business organizations can be useful in evaluating judicial hierarchy when it comes to error correction. I apply business organizational knowledge to analyse judicial hierarchies by evaluating the economics of the correction of legal errors. The method I use is a multidisciplinary analysis drawing upon law, economics, game theory and business studies. The social, political and economic importance of judges dispensing justice correctly is fundamental; it enhances societal order, cohesion, efficiency, and behavioural predictability. I demonstrate that judicial hierarchies have mixed results in determining and correcting errors made by lower-level courts. During my examination, it becomes apparant that while the current degree of knowledge related to judicial hierarchies is limited, business studies can prove beneficial. I examine the following factors: the organization of modern business hierarchies, the complexities of judicial errors, the tension between individual and societal interests, the judicial process as a quasi-market, market failures and hierarchical solutions, errors as social dilemmas and failures of individual rationality

The unseen and unacceptable face of digital libraries

The social and organisational aspects of digital libraries (DLs) are often overlooked, but this paper reviews how they can affect users' awareness and acceptance of DLs. An analysis of research conducted within two contrasting domains (clinical and academic) is presented which highlights issues of user interactions, work practices and organisational social structures. The combined study comprises an analysis of 98 in-depth interviews and focus groups with lecturers, librarians and hospital clinicians. The importance of current and past roles of the library, and how users interacted with it, are revealed. Web-based DLs, while alleviating most library resource and interaction problems, require a change in librarians' and DL designers' roles and interaction patterns if they are to be implemented acceptably and effectively. Without this role change, users will at best be unaware of these digital resources and at worst feel threatened by them. The findings of this paper highlight the importance of DL design and implementation of the social context and supporting user communication (i.e., collaboration and consultation) in information searching and usage activities. © Springer-Verlag 2004