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High-level introduction of social network analysis technique for a professional development workshop at Western Carolina University.The purpose of this presentation was to introduce faculty to networks and social network analysis. A brief sample of research was also included to demonstrate key points.
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Social Network Analysis & User InnovationAn introduction to methodology and example
Paul M. Di Gangi, Ph.D.Global Management & Strategy
Western Carolina University
Presentation StructureStart
Finish
Overview of Networks & Social Network Analysis
Applications
Questions
Example of Research in Progress
What is a Network?
Network
The social structure composed of nodes that are connected by attributes.
Web of Group Affiliations
Georg Simmel
Getting a Job&
Strength of Weak Ties
Mark Granovetter
Strength of Strong Ties
David Krackhardt
I am a product of my...network
What is Social Network Analysis (SNA)?
Social Network Analysis (SNA)
A methodology used to map a social network and determine the
relevance of specific nodes as well as the overall relationships present
within the network.
X
The Grapevine
How can we measure people’s connections?
DegreeEigenvectorBetweenessCloseness
Attribute-based
What are the common applications we can use?
NETDRAW
Siena
Any examples for how we can use SNA in our research?
Follow the Leader: Using Social Network Analysis to Identify Influential
Users in a User Innovation Community
Paul M. Di GangiWestern Carolina University
Molly Wasko University of Alabama at Birmingham
Presented previously @ International Social Network Analysis Sunbelt Conference
Shifting Sources of Value• Open Business Model
– Competitive advantage through leveraging external resources (Chesborough, 2003)
– Permeable organizational boundaries– Redefinition of acceptable sources of value and
knowledge
• Potential Sources of Value– Users as an organizational resource (Di Gangi &
Wasko, Forthcoming; von Hippel, 1988; 2005)• User-generated innovations (UGIs)
“Distributed groups of individuals focused on solving a general problem
and/or developing a new solution supported by computer-mediated
communication.” (Dahlander & Wallin, 2006 p. 1246)
User Innovation Community
Initial Study
ANOVA– 11 Adopted Ideas– 10 Not Adopted, Most
Popular Ideas
Variable Mean Std Dev F Sig.Appropriability
Adopted 3.19 0.97 0.000 0.991Not Adopted 3.19 1.14
Complementary Assets
Adopted 8.01 1.19 0.626 0.439Not Adopted 7.63 1.04
Develop New Capability
Adopted 5.93 1.25 0.361 0.555Not Adopted 5.55 1.64
Market Value
Adopted 6.50 1.16 1.600 0.221Not Adopted 5.84 1.23
Return on Investment
Adopted 5.76 1.12 0.039 0.846Not Adopted 5.67 1.07
Total Votes
Adopted 32,894 45,133 4.096 0.057Not Adopted 61,939 31,287
Total Comments
Adopted 257 441 1.108 0.306Not Adopted 186 112
Number Unique Users
Adopted 169 283 1.450 0.243Not Adopted 144 89
Community Age
Adopted 83.18 34.97 4.595 0.045Not Adopted 118.50 24.49
Di Gangi and Wasko (2009)
Implementing Considering Rejected No Status Update
February 2007
Size by # Ideas Contributed
Adopted ideas appear to be interconnected based on the individuals that participated
during the idea’s development.
RQAre specific types of users more successful than
others at getting ideas adopted by the organization?
Social Capital Theory“Any aspect of social structure that creates value and facilitates the actions of the individuals within that social structure” (Coleman, 1990; Siebert et al., 2001)
– An individual’s network of relationships (Nahapiet & Goshal, 1998)
– Access to information (Burt, 1992; Granovetter, 1979)
– Ability to influence the innovation process (Di Gangi & Wasko, 2009; Siebert et al., 2001)
What types of users exist?• Possess unique,
technical knowledge (Lüthje, 2004; von Hippel, 1988)
• Play an early role in development activities (Jeppesen & Frederiksen, 2006; Rogers, 2003)– e.g., Idea generation
• Possess strong reputations within their communities (Morrison et al., 2004)
(Rogers, 2003)
What types of users exist?• Possess unique,
technical knowledge (Lüthje, 2004; von Hippel, 1988)
• Play an early role in development activities (Jeppesen & Frederiksen, 2006; Rogers, 2003)– e.g., Idea generation
• Possess strong reputations within their communities (Morrison et al., 2004)
(Rogers, 2003)
Study Site
Study Site
Founded in January 200715,556 Ideas Contributed91,813 Comments Posted
438 Implemented Ideas by Dell
Methodology• Independent Variables
– Social Butterflies• Total Comments / Total
Ideas Participated In– Idea Makers
• Total Comments to Contributed Ideas / Total Ideas Contributed
– Influencers• Centrality measure
– Leaders• Interaction-based
• Dependent Variables– Idea Status
• Number of Ideas where Action was Taken by Dell (Composite Value)
• Analysis Technique– Hierarchical Linear
Regression• Model 1 – Direct• Model 2 – 2 Way
Interactions• Model 3 – 3 Way
Interaction
VariablesJanuary-February March April
Beta Sig. Beta Sig. Beta Sig.(Constant) 0.015 0.621 0.009 0.869 0.000 0.993Social Butterflies -0.010 0.813 -0.289 0.278 -0.261 0.001Idea Makers 0.084 0.335 0.405 0.000 0.067 0.288Influencers -0.030 0.491 0.082 0.571 -0.220 0.167Butterflies X Influencers -0.016 0.644 0.004 0.973 0.393 0.009Idea Makers X Influencers -0.566 0.001 -0.285 0.001 -0.183 0.180Leaders 0.718 0.000 0.030 0.786 0.379 0.026
Results
Limitations• Generalizability
– Dell IdeaStorm was one of the first UICs introduced by an organization
• UIC developed by SalesForce.com– Sites Built on Platform Since IdeaStorm
• Network Solutions and Starbucks– Sites Built on Similar Platforms Since
IdeaStorm• Brightidea (Platform Provider), Change.org, Emerson,
IdeaBlob, and BrainStorm
Practical Contributions• Managing Absorptive Capacity
– Following the leaders in an organization’s UIC
• Leveraging a Volunteer Workforce– Improve the efficiency and effectiveness of an organization’s
UIC and organizational responses to UGIs
• Identifying Influential Users and potentially adoptable ideas in a UIC– Social network analysis
Questions?
