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Organizational Culture as the Driver of Dense Intra-organizational Networks

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dc.title Organizational Culture as the Driver of Dense Intra-organizational Networks en
dc.contributor.author Eckenhofer, Eva Maria
dc.contributor.author Ershova, Maria
dc.relation.ispartof Journal of Competitiveness
dc.identifier.issn 1804-1728 Scopus Sources, Sherpa/RoMEO, JCR
dc.date.issued 2011
utb.relation.volume 3
utb.relation.issue 2
dc.citation.spage 28
dc.citation.epage 42
dc.type article
dc.language.iso en
dc.publisher Univerzita Tomáše Bati ve Zlíně (UTB) cs
dc.publisher Tomas Bata University in Zlín en
dc.relation.uri https://www.cjournal.cz/index.php?hid=clanek&bid=archiv&cid=56&cp=
dc.subject Organizational Culture en
dc.subject Intra-organizational Networks en
dc.subject Social Network Analysis en
dc.subject Competing en
dc.subject Values Framework en
dc.description.abstract Shared norms and values are essential for connecting individuals in social networks as well as triggering exchange of information and joint cooperation. Trust, proximity and reciprocity are also relevant to having a positive outcome within social networks as they are linked to Social Capital, competitiveness of organizations, advantages of the economies of scales and scope as well as decrease in transaction-costs. Organizational culture impacts on most aspects of organizational life, especially when it comes to people and their relationships. Even though it is widely acknowledged that culture plays an important role in social network building and the qualities of these connections, there has not been much research on it. Therefore, the question which usually arises is which type of organizational culture is most likely to have a positive influence on the intra-organizational networks and lead to a higher density of the network. Based on a literature study and a case study analysis of two Austrian organizations, the authors’ aimed at providing some clarifications on the impact of organizational culture on the density of intra-organizational networks. This paper uses the Competing Values Framework and the Social Network Analysis for that purpose. en
utb.faculty Faculty of Management and Economics
dc.identifier.uri http://hdl.handle.net/10563/1002719
utb.identifier.rivid RIV/70883521:28120/11:43867357!RIV12-MSM-28120___
utb.identifier.obdid 43867617
utb.source j-orig
dc.date.accessioned 2012-02-16T16:00:25Z
dc.date.available 2012-02-16T16:00:25Z
dc.rights Attribution 4.0 International
dc.rights.uri http://creativecommons.org/licenses/by/4.0/
dc.rights.access openAccess
utb.contributor.internalauthor Eckenhofer, Eva Maria
utb.contributor.internalauthor Ershova, Maria
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