PDF Neighbor Networks: Competitive Advantage Local and Personal

When individuals are exposed to diverse types of people, he explains, they learn to be a bridge between those with diverging opinions. In the process, they become more capable in their field, able to spot opportunities and new ways of thinking that more isolated colleagues miss. A corporate-sociology specialist who has been studying networks for the past 25 years, Burt is rethinking the how behind networking.

Neighbor Networks is his most recent exploration of whether managers with a broader range of contacts have a better chance of being promoted and earning raises than those with a small, more insular circle of colleagues. He defines "broad" as connections to groups that one would not often or easily associate with, be they from different cultures, geographies, industries, or other sectors.

Gathering personnel data on a cross-section of managers in regional and global firms-a large software company, a commercial bank, and a defense contractor were all part of the sample-he expected results to vary depending on the type of organization. Burt figured investment bankers in an international firm, for example, would benefit from far-reaching contacts because markets in different countries affect each other.

A trader in, say, New York, could actually make use of information from a Singaporean contact. On the other hand, he guessed that workers in a regional supply-chain would not benefit from connections across cultures and industries since their operations were fairly self-contained. In both cases, however, Burt found that the more far-reaching the network, the more successful the manager. It didn't matter whether a manager's contacts themselves were well-connected or not. He concluded that simply having a large number of quality contacts who could share information didn't make a difference in a businessperson's success or failure.

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.

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However, the advantage obvious to the naked eye is misleading. It disappears when an individual's own characteristics are held constant.

Well-connected people do not have to affiliate with people who have nothing to offer. This book shows that affiliation with well-connected people adds stability but no advantage to a person's own connections. Advantage is concentrated in people who are themselves well connected.

This book is a trail of argument and evidence that leads to the conclusion that individuals make a lot of their own network advantage. The social psychology of networks moves to center stage and personal responsibility emerges as a key theme. In the end, the social is affirmed, but with an emphasis on individual agency and the social psychology of networks.

The research gives new emphasis to Coleman's initial image of social capital as a forcing function for human capital. This book is for academics and researchers of organizational and network studies interested in a new angle on familiar data, and as a supplemental reading in graduate courses on social networks, stratification, or organizations.

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A variety of research settings are studied, and diverse theoretical perspectives are taken. The book's argument and evidence are supported by ample appendices for readers interested in background details. Toon meer Toon minder. Would you expect a book about social networks to rely on references as varied as Weber, Veblen, Durkheim, Von Hayek, McClelland, and many others?

Contributors

Burt is not merely theorizing on brokerage across social groups; he is one of the brokers that are described in the book. A broker who spans structural holes across disciplines, questions theories and levels of analysis, and who combines all this in a theory of his own.

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Theoretically, the book explains how the social capital benefits accruing to individuals are largely the result of their immediate networks. Empirically, the book offers a bevy of evidence in support of these claims.



The contribution also delineates the cases of closure in neighbour networks and the effects of such closure on reputation and relationship development and the benefits of having a strategic partner inside a neighbor network. This is a fine book of interest to graduate students and researchers across the social sciences.