1
The Relationship Between Social Networks and Innovation Processes in Media Firms Sandra K. Evans Conclusion We anticipate that: 1. Networks function as the communicative conduits for process innovations. 2. Different types of networks structures have the potential to positively affect innovation processes. 3. Organizational culture can influence the relationship between networks and innovation processes. The data from Project 1 indicated that many common measures of innovation, such as patents or R&D spend, are not appropriate measures of innovation in certain industries, particularly many media industries. In our follow-up studies using the survey instrument, we will further test how the structure of networks affects process innovations and performance. Contact: [email protected] Research Questions 1. What is the relationship between types of networks (specifically advice networks and interorganizational networks) and process innovations? 2. How do social networks relate to the performance outcomes of (a) effectiveness and (b) spread of information? 3. What role does organizational culture play in terms of how process innovations spread within an organization? Key Theories and Concepts Innovation: a process that involves the implementation of ideas that result in changes to routines that can positively affect performance Networks: function as communicative flows that affect how resources, like ideas and information, are shared. Networks can be viewed as conduits for innovation processes. Key concepts: centrality, multiplexity, homophily, structural holes Spread: the communication of ideas across networks and business units Organizational culture: meanings, norms, and values are constructed and reinforced through quotidian discourse in organizations Introduction Despite the prominence of the concept of innovation, there is relatively little academic research that effectively measures innovation processes, and there is even less research that focuses on the relationship between social networks and innovation. In this study we ask: How do social networks within and between media organizations enable the spread of innovation? To address this question we are conducting a multi- phase, multi-method project with participants from the journalism and visual effects industries. Aims • To investigate how social networks relate to innovation in media organizations • To test the relationship between ego-networks and interorganizational networks • To assess these phenomena in different media industries Project 1 Results Interviews were conducted with people in the journalism and VFX industries. Propositions were determined based on these data and a survey was developed for use in Projects 2 and 3. Prop. 1 Organizational culture will mediate the relationship between networks and process innovations. RQ1 How will the two types of networks (advice and interorganizational) compare in terms of the characteristics of relations? RQ2 What is the relationship between the structure of the two network types and (a) process innovation and (b) performance measures? Prop. 2 Social networks will reflect homophily in that those who value efficiency more will seek out like-minded individuals, and those who value quality more will seek out similar individuals. Prop. 3 Those with multiplex in-ties will be affiliated with a higher level of spread of information. Prop. 4 Advice networks that involve diverse ties (such as individuals at other firms) will show evidence of a stronger positive relationship with (a) process innovation, (b) spread, and (c) performance indicators, in comparison to advice networks that are more homophilous. Prop. 5 Interorganizational networks that involve diverse ties will demonstrate a stronger positive relationship with (a) process innovation, (b) spread, and (c) performance indicators, than advice networks that are more homophilous. Visual Effects Firm Ego-networks within the firm Interorganizational Networks Project 2 Newspaper Conglomerate Networks within Firms Time 1 Time 2 Interorg. Networks Time 1 Time 2 Organizational Culture Survey Data, Network Analysis Project 3 Project 1 Interviews with Journalists and VFX Personnel Example of Actors in a VFX Interorg. Network: BUYER SUPPLIERS WETA ILM Look! FX James Cameron (Dir) Studio Execs Other Resources Other Colleagues Survey Categories Performance Measures: Efficiency, Quality, Creativity Spread of Information Organizational Culture Interorganizational Networks Ego-Networks: Advice/Expertise Expected Relationship Between Variables We expect the relationship between networks, process innovation, spread, and performance, to be influenced by organizational cultural factors. Firm Performance Process Innovation Spread of Innovation Networks
