1. Introduction
The question of what makes an effective organization has been the focus of a number of writings (Etzioni, 1960; Ghorpade & Jaisingh, 1971). However, little research has been done on effectiveness in the context of volunteer organizations. Sociologically, this topic holds a noteworthy amount of relevance, as it is an investigation of how social interactions among individuals influence outcomes of organizations. Furthermore, an understanding of the relationship between social networks and organizational effectiveness in volunteer organizations could provide vital information for the implementation of informed effectiveness improvement strategies. Further still, this study will employ Social Network Analysis (SNA), which permits …show more content…
Literature Review
Below, I will examine the existing literature on the relationship between social networks and organizational effectiveness. My review will focus on discussing key findings in the literature of social network analysis and organizational effectiveness, along with identifying gaps in this body of research. It is important to note that this research is not exhaustive, but rather documents some of the core findings in this field.
Social network analysis is a method that is often used by disciplines of: sociology, anthropology, communication, economics and mathematics. As an interdisciplinary research area, social network analysis is used to examine and describe the structure of communities, organizations, and other groups of people (Al, Soydal, and Alir, 2012). Organizations emerged as a recognized field of social scientific study during the 1950s (Scott, 2004). The research of sociologists, around this time, revealed unofficial, informal patterns of cooperation, shared norms, and conflicts, between and among managers and workers (Arensberg, 1951; Roy, 1952; Dalton, 1959). Absent from these early approaches was an appreciation for organizations as social systems; the focus was on the organization as solely a place of …show more content…
The question of what makes an effective organization has been the focus of a number of literary studies (e.g. Etzioni, 1960; Ghorpade & Jaisingh, 1971). In answering this question several models to measure organizational effectiveness have been created. Early research focused on measuring effectiveness through an assessment efficiency with which organizations are able to meet their goals (Etzioni, 1960). This model assumes that all organizations set goals that can be neatly organized. Moreover, the model assumes that goal-attainment can be easily quantified and/or assessed. An alternative model, the systems resource model, was additionally proposed (Etzioni, 1960). The systems resource model analyzes the decision-makers’ capability to efficiently distribute resources among various subsystems’ needs. The system resource model defines the organization as a network of interconnected subsystems. This model makes the assumption that organizations can be divided into subgroups – for example, teams. In this case effectiveness can be measured by assessing team performance and team quality. Team quality has been described in the literature as having identifiable characteristics. For example, good communication, clear vision, strong leadership, etc. (Nancarrow, Booth, Ariss, Smith, Enderby, and Roots, 2013). Furthermore, this model suggests that organizational effectiveness is reliant
The question of what makes an effective organization has been the focus of a number of writings (Etzioni, 1960; Ghorpade & Jaisingh, 1971). However, little research has been done on effectiveness in the context of volunteer organizations. Sociologically, this topic holds a noteworthy amount of relevance, as it is an investigation of how social interactions among individuals influence outcomes of organizations. Furthermore, an understanding of the relationship between social networks and organizational effectiveness in volunteer organizations could provide vital information for the implementation of informed effectiveness improvement strategies. Further still, this study will employ Social Network Analysis (SNA), which permits …show more content…
Literature Review
Below, I will examine the existing literature on the relationship between social networks and organizational effectiveness. My review will focus on discussing key findings in the literature of social network analysis and organizational effectiveness, along with identifying gaps in this body of research. It is important to note that this research is not exhaustive, but rather documents some of the core findings in this field.
Social network analysis is a method that is often used by disciplines of: sociology, anthropology, communication, economics and mathematics. As an interdisciplinary research area, social network analysis is used to examine and describe the structure of communities, organizations, and other groups of people (Al, Soydal, and Alir, 2012). Organizations emerged as a recognized field of social scientific study during the 1950s (Scott, 2004). The research of sociologists, around this time, revealed unofficial, informal patterns of cooperation, shared norms, and conflicts, between and among managers and workers (Arensberg, 1951; Roy, 1952; Dalton, 1959). Absent from these early approaches was an appreciation for organizations as social systems; the focus was on the organization as solely a place of …show more content…
The question of what makes an effective organization has been the focus of a number of literary studies (e.g. Etzioni, 1960; Ghorpade & Jaisingh, 1971). In answering this question several models to measure organizational effectiveness have been created. Early research focused on measuring effectiveness through an assessment efficiency with which organizations are able to meet their goals (Etzioni, 1960). This model assumes that all organizations set goals that can be neatly organized. Moreover, the model assumes that goal-attainment can be easily quantified and/or assessed. An alternative model, the systems resource model, was additionally proposed (Etzioni, 1960). The systems resource model analyzes the decision-makers’ capability to efficiently distribute resources among various subsystems’ needs. The system resource model defines the organization as a network of interconnected subsystems. This model makes the assumption that organizations can be divided into subgroups – for example, teams. In this case effectiveness can be measured by assessing team performance and team quality. Team quality has been described in the literature as having identifiable characteristics. For example, good communication, clear vision, strong leadership, etc. (Nancarrow, Booth, Ariss, Smith, Enderby, and Roots, 2013). Furthermore, this model suggests that organizational effectiveness is reliant