000			02722naa a2200325uu 4500
001			2020114593741
003			OSt
005			20190211180252.0
008			120201s2010 xx ||||gr |0|| 0 eng d
100	1		_aTONI, Alberto F. de _946214
245	1	0	_aThe key roles in the informal organization : _ba network analysis perspective
260			_aUK : _bEmerald, _c2010
520	3		_aPurpose – The purpose of this paper is to identify the key roles embedded in the informal organizational structure (informal networks) and to outline their contribution in the companies' performance. A major objective of the research is to find and characterize a new key informal role that synthesises problem solving, expertise, and accessibility characteristics.
520	3		_aDesign/methodology/approach – A framework for an in-depth informal structure analysis based on social network analysis (SNA) methodology is structured and applied in a case study of a knowledge-based enterprise operating in the information systems industry.
520	3		_aFindings – The paper identifies and characterizes the key informal roles (namely opinion leaders, central connectors, bottlenecks, experts, consultants, or helpful people) and a new one, called pilus prior (first lancer) that synthesises problem solving, expertise, and accessibility characteristics.
520	3		_aResearch limitations/implications – Future research will move through the enlargement of the sample that will allow a better generalization of the results and the development of a model to quantitatively evaluate the performances of individuals recognized as informal leaders.
520	3		_aPractical implications – The proposed framework has a general applicability and can be a valuable tool for an in-depth organizational analysis based on SNA methodology. Consequently, some directions are provided to increase cooperation and knowledge sharing flows inside the company and to align the formal organizational processes to the informal one.
520	3		_aOriginality/value – The results of the research have been achieved by using an original approach, the joint analysis of three informal networks. The case suggests that pilus priors are the informal emerging leaders in the company who outperform their colleagues
590			_aVolume 17
590			_aNumber 1
650		4	_aAprendizagem Organizacional _912834
650		4	_aRede Social _912254
650		4	_aCooperação _912134
650		4	_aComportamento Organizacional _912914
700	1		_aNONINO, Fabio _946215
773	0	8	_tThe Learning Organization _g17, 1, p. 86-103 _dUK : Emerald, 2010 _xISSN 09696474 _w
942			_cS
998			_a20120201 _b1459^b _cGeisneer
998			_a20120410 _b1524^b _cKeicielle
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c41521 _d41521
041			_aeng