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Neighbor networks : competitive advantage local and personal

Author: Ronald S Burt
Publisher: Oxford : Oxford University Press, 2010.
Edition/Format:   eBook : Document : EnglishView all editions and formats
Database:WorldCat
Summary:
There is a moral to this book, a bit of Confucian wisdom often ignored in social network analysis: "Worry not that no one knows you, seek to be worth knowing." This advice is contrary to the usual social network emphasis on securing relations with well-connected people. Neighbor Networks examines the cases of analysts, bankers, and managers, and finds that rewards, in fact, do go to people with well-connected  Read more...
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Genre/Form: Electronic books
Case studies
Additional Physical Format: Print version:
Burt, Ronald S.
Neighbor networks.
Oxford : Oxford University Press, ©2010
(OCoLC)313664565
Material Type: Document, Internet resource
Document Type: Internet Resource, Computer File
All Authors / Contributors: Ronald S Burt
ISBN: 9780191570988 0191570982
OCLC Number: 539419942
Description: 1 online resource (xx, 389 pages) : illustrations
Contents: List of Figures; List of Tables; 1 Introduction; People You Know versus the People They Know; So What?; Overview of the Book; PART I: Establishing Secondhand Brokerage; 2 Process Clues in Network Spillover; 3 Balkanized Networks; 4 More Connected Networks; PART II: Testing the Perimeter; 5 Industry Networks; 6 Closure and Stability; 7 Mishpokhe, Not; PART III: Exploring Implications; 8 Bent Preferences; Appendices; A: Measuring the Network; B: Measuring Access to Structural Holes; C: Measuring Analyst Accuracy; D: Industry Networks; E: Means, Standard Deviations, and Correlations.
Responsibility: Ronald S. Burt.

Abstract:

There is a moral to this book, a bit of Confucian wisdom often ignored in social network analysis: "Worry not that no one knows you, seek to be worth knowing." This advice is contrary to the usual social network emphasis on securing relations with well-connected people. Neighbor Networks examines the cases of analysts, bankers, and managers, and finds that rewards, in fact, do go to people with well-connected colleagues. Look around your organization. The individuals doing well tend to be affiliated with well-connected colleagues. However, the advantage obvious to the naked eye is mi.

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