Human Communication Dynamics in Digital Footsteps: A Study of the Agreement between Self-Reported Ties and Email Networks

Digital communication data has created opportunities to advance the knowledge of human dynamics in many areas, including national security, behavioral health, and consumerism. While digital data uniquely captures the totality of a person's communication, past research consistently shows that a subset of contacts makes up a person's “social network” of unique resource providers. To address this gap, we analyzed the correspondence between self-reported social network data and email communication data with the objective of identifying the dynamics in e-communication that correlate with a person's perception of a significant network tie. First, we examined the predictive utility of three popular methods to derive social network data from email data based on volume and reciprocity of bilateral email exchanges. Second, we observed differences in the response dynamics along self-reported ties, allowing us to introduce and test a new method that incorporates time-resolved exchange data. Using a range of robustness checks for measurement and misreporting errors in self-report and email data, we find that the methods have similar predictive utility. Although e-communication has lowered communication costs with large numbers of persons, and potentially extended our number of, and reach to contacts, our case results suggest that underlying behavioral patterns indicative of friendship or professional contacts continue to operate in a classical fashion in email interactions

Knowledge systems, health care teams, and clinical practice: a study of successful change

Clinical teams are of growing importance to healthcare delivery, but little is known about how teams learn and change their clinical practice. We examined how teams in three US hospitals succeeded in making significant practice improvements in the area of antimicrobial resistance. This was a qualitative cross-case study employing Soft Knowledge Systems as a conceptual framework. The purpose was to describe how teams produced, obtained, and used knowledge and information to bring about successful change. A purposeful sampling strategy was used to maximize variation between cases. Data were collected through interviews, archival document review, and direct observation. Individual case data were analyzed through a two-phase coding process followed by the cross-case analysis. Project teams varied in size and were multidisciplinary. Each project had more than one champion, only some of whom were physicians. Team members obtained relevant knowledge and information from multiple sources including the scientific literature, experts, external organizations, and their own experience. The success of these projects hinged on the teams' ability to blend scientific evidence, practical knowledge, and clinical data. Practice change was a longitudinal, iterative learning process during which teams continued to acquire, produce, and synthesize relevant knowledge and information and test different strategies until they found a workable solution to their problem. This study adds to our understanding of how teams learn and change, showing that innovation can take the form of an iterative, ongoing process in which bits of K&I are assembled from multiple sources into potential solutions that are then tested. It suggests that existing approaches to assessing the impact of continuing education activities may overlook significant contributions and more attention should be given to the role that practical knowledge plays in the change process in addition to scientific knowledge

A metatheoretical framework of diversity in teams

In the last 22 years, research on diversity in teams has been propelled by information processing and social categorization theories, and more recently, by theories of disparity/(in)justice and access to external networks. These theories stress different diversity processes, treating team diversity respectively as variety of information, as separation, as disparity, and as variety of access. We appraise this literature by identifying major problems in the way these four foundational theories are used either alone or in combination, arguing that the related theoretical models are inherently incomplete and static. In an attempt to resolve these problems, we introduce a metatheoretical framework that relates these four foundational theories according to the metadimensions of group boundary and diversity mindset. We also propose a metatheoretical model that identifies interactions among the four diversity processes and specifies diversity response patterns to team success or failure over time. Our metatheoretical approach resolves significant omissions in the literature and penetrates into the dynamic nature of team diversity in more complex, temporally sensitive and synthetic ways

Social Networks and Group Effectiveness: The Role of External Network Ties

This research explores the relationship between group effectiveness and social networks. Through a five-month ethnographic observation within three work groups employed in one of the major Italian fashion firm, we recorded all interactions occurring within the groups and outside the groups\u2019 boundaries, thereby deriving the enacted communication network. Then, by means of structured inter-views, we collected evaluations of group effectiveness. The evaluations given to the three groups differ and such difference cannot be traced back to the amount of communication network activated nor to the level of group members\u2019 competencies, nor to their internal network structure. The field evidence suggest that the better evaluation received by one group relates to the quality of the relationships it sets up with external actors. This group assumes a coordinating role in the whole product development process: in particular, it spontaneously triggers, through reciprocal interactions, modalities of collaborative design, not formally required, which are rewarded by organizational members\u2019 higher evaluations. The study has implications for social network research by pointing to the importance to grasp the actual content of network relationships, thus going beyond the assessment of their presence and/or strength, in order to fully comprehend how network ties really influence organizational members\u2019 perceptions and actions

Opinion transmission in organizations: an agent-based modeling approach

This paper builds a theoretical framework to detect the conditions under which social influence enables persistence of a shared opinion among members of an organization over time, despite membership turnover. It develops agent-based simulations of opinion evolution in an advice network, whereby opinion is defined in the broad sense of shared understandings on a matter that is relevant for an organization’s activities, and on which members have some degree of discretion. We combine a micro-level model of social influence that builds on the “relative agreement” approach of Deffuant et al. (J. Artif. Soc. Simul. 5:4, 2002), and a macro-level structure of interactions that includes a flow of joiners and leavers and allows for criteria of advice tie formation derived from, and grounded in, the empirical literature on intra-organizational networks. We provide computational evidence that persistence of opinions over time is possible in an organization with joiners and leavers, a result that depends on circumstances defined by mode of network tie formation (in particular, criteria for selection of advisors), individual attributes of agents (openness of newcomers to influence, as part of their socialization process), and time-related factors (turnover rate, which regulates the flow of entry and exit in the organization, and establishes a form of endogenous hierarchy based on length of stay). We explore the combined effects of these factors and discuss their implications