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Magic From social networks that talk to management : (Record no. 38770)

000 -LEADER
fixed length control field 02410naa a2200313uu 4500
001 - CONTROL NUMBER
control field 1031517492637
003 - CONTROL NUMBER IDENTIFIER
control field OSt
005 - DATE AND TIME OF LATEST TRANSACTION
control field 20190211174708.0
008 - FIXED-LENGTH DATA ELEMENTS--GENERAL INFORMATION
fixed length control field 110315s2010 xx ||||gr |0|| 0 eng d
999 ## - SYSTEM CONTROL NUMBERS (KOHA)
Koha Dewey Subclass [OBSOLETE] PHL2MARC21 1.1
041 ## - LANGUAGE CODE
Language code of text/sound track or separate title eng
100 1# - MAIN ENTRY--PERSONAL NAME
Personal name SUGARMAN, Barry
9 (RLIN) 44160
245 10 - TITLE STATEMENT
Title Magic From social networks that talk to management :
Remainder of title four cases
260 ## - PUBLICATION, DISTRIBUTION, ETC.
Place of publication, distribution, etc. UK :
Name of publisher, distributor, etc. Emerald,
Date of publication, distribution, etc. 2010
520 3# - SUMMARY, ETC.
Summary, etc. Purpose – The purpose of this paper is to understand how social networks can help to produce the “magic” of extraordinary results for organizations.
520 3# - SUMMARY, ETC.
Summary, etc. Design/methodology/approach – In this exploratory study four cases (from published reports) are compared in order to illustrate different management approaches to utilizing the power of networks.
520 3# - SUMMARY, ETC.
Summary, etc. Findings – Social networks can be central to a strategy for organizational transformation (OT), as in three of these cases. They can also be fundamental to a firm's mode of organizing from its inception business and permanently, as in the second case (W.L. Gore). The three cases illustrate several approaches to connecting social networking with management's OT strategies. An important difference exists between informal, autonomous networks and networks that “talk” to management.
520 3# - SUMMARY, ETC.
Summary, etc. Research limitations/implications – These cases illustrate what is possible, not what is typical. All four cases involve social networks already aligned to official goals. This exploration of networking in the service of OT suggests some hypotheses but cannot rigorously test them.
520 3# - SUMMARY, ETC.
Summary, etc. Practical implications – Social networks can create, contain, and convey much of a company's intellectual capital and can control much of its potential for “magical” improvement. The basic principles of OT (developing a learning organization) apply here.
520 3# - SUMMARY, ETC.
Summary, etc. Originality/value – The comparative study of four cases is fruitful but rare. Network literature mostly consists of single cases and surveys at a distance
590 ## - LOCAL NOTE (RLIN)
Local note Volume 17
590 ## - LOCAL NOTE (RLIN)
Local note Numbers 4-5
650 #4 - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name entry element Gestão do Conhecimento
9 (RLIN) 13120
650 #4 - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name entry element Memória Organizacional
9 (RLIN) 44161
650 #4 - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name entry element Relações de Trabalho
9 (RLIN) 12947
650 #4 - SUBJECT ADDED ENTRY--TOPICAL TERM
Topical term or geographic name entry element Comportamento Organizacional
9 (RLIN) 12914
773 08 - HOST ITEM ENTRY
Title The Learning Organization
Related parts 17, 4-5, p. 288-302
Place, publisher, and date of publication UK : Emerald, 2010
International Standard Serial Number ISSN 09696474
Record control number
942 ## - ADDED ENTRY ELEMENTS (KOHA)
Koha item type Periódico
998 ## - LOCAL CONTROL INFORMATION (RLIN)
-- 20110315
Operator's initials, OID (RLIN) 1749^b
Cataloger's initials, CIN (RLIN) Daiane
998 ## - LOCAL CONTROL INFORMATION (RLIN)
-- 20130624
Operator's initials, OID (RLIN) 1321^b
Cataloger's initials, CIN (RLIN) karina

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