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Mobilizing ideas in knowledge networks: a social network analysis of the human resource management community 1990-2005

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Mobilizing ideas in knowledge networks: a social network analysis of the human resource management community 1990-2005. / Henneberg, Stephan C.; Swart, Juani; Naudé, Peter et al.
In: The Learning Organization, Vol. 16, No. 6, 2009, p. 443-459.

Research output: Contribution to Journal/MagazineJournal articlepeer-review

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Henneberg SC, Swart J, Naudé P, Jiang Z, Mouzas S. Mobilizing ideas in knowledge networks: a social network analysis of the human resource management community 1990-2005. The Learning Organization. 2009;16(6):443-459. doi: 10.1108/09696470910993927

Author

Henneberg, Stephan C. ; Swart, Juani ; Naudé, Peter et al. / Mobilizing ideas in knowledge networks : a social network analysis of the human resource management community 1990-2005. In: The Learning Organization. 2009 ; Vol. 16, No. 6. pp. 443-459.

Bibtex

@article{c0a585aded654a02b30e1bbaf6ebd57d,
title = "Mobilizing ideas in knowledge networks: a social network analysis of the human resource management community 1990-2005",
abstract = "Purpose – The purpose of this paper is to show the role of social networks in mobilizing how actors both impact and are impacted on by their colleagues. It seeks to compare the human resource management (HRM) academic community with two other comparable communities, and to identify those groups that are seen to work closely together.Design/methodology/approach – It is shown how social network analysis (SNA) can be utilized to analyse data in social networks, shedding light on the cliques and networks of people that work together over a period of time. This is based on an analysis of co-authored papers in the field of HRM between 1990 and 2005.Findings – It is shown how the HRM community has developed over time utilizing various SNA metrics and this community of scholars is shown to be less “dense” than comparable academic networks, being made up of several weakly-linked subcomponents. The paper also identifies the “ego-nets” of individuals that are indicative of different publishing strategies.Originality/value – The paper's contribution lies in the application of SNA to identify how groups interact over time, and how a large network can be systematically analysed to reveal the underlying structure.",
keywords = "human resource management , Knowledge management, social networks",
author = "Henneberg, {Stephan C.} and Juani Swart and Peter Naud{\'e} and Zhizhong Jiang and Stefanos Mouzas",
year = "2009",
doi = "10.1108/09696470910993927",
language = "English",
volume = "16",
pages = "443--459",
journal = "The Learning Organization",
issn = "0969-6474",
publisher = "Emerald Group Publishing Ltd.",
number = "6",

}

RIS

TY - JOUR

T1 - Mobilizing ideas in knowledge networks

T2 - a social network analysis of the human resource management community 1990-2005

AU - Henneberg, Stephan C.

AU - Swart, Juani

AU - Naudé, Peter

AU - Jiang, Zhizhong

AU - Mouzas, Stefanos

PY - 2009

Y1 - 2009

N2 - Purpose – The purpose of this paper is to show the role of social networks in mobilizing how actors both impact and are impacted on by their colleagues. It seeks to compare the human resource management (HRM) academic community with two other comparable communities, and to identify those groups that are seen to work closely together.Design/methodology/approach – It is shown how social network analysis (SNA) can be utilized to analyse data in social networks, shedding light on the cliques and networks of people that work together over a period of time. This is based on an analysis of co-authored papers in the field of HRM between 1990 and 2005.Findings – It is shown how the HRM community has developed over time utilizing various SNA metrics and this community of scholars is shown to be less “dense” than comparable academic networks, being made up of several weakly-linked subcomponents. The paper also identifies the “ego-nets” of individuals that are indicative of different publishing strategies.Originality/value – The paper's contribution lies in the application of SNA to identify how groups interact over time, and how a large network can be systematically analysed to reveal the underlying structure.

AB - Purpose – The purpose of this paper is to show the role of social networks in mobilizing how actors both impact and are impacted on by their colleagues. It seeks to compare the human resource management (HRM) academic community with two other comparable communities, and to identify those groups that are seen to work closely together.Design/methodology/approach – It is shown how social network analysis (SNA) can be utilized to analyse data in social networks, shedding light on the cliques and networks of people that work together over a period of time. This is based on an analysis of co-authored papers in the field of HRM between 1990 and 2005.Findings – It is shown how the HRM community has developed over time utilizing various SNA metrics and this community of scholars is shown to be less “dense” than comparable academic networks, being made up of several weakly-linked subcomponents. The paper also identifies the “ego-nets” of individuals that are indicative of different publishing strategies.Originality/value – The paper's contribution lies in the application of SNA to identify how groups interact over time, and how a large network can be systematically analysed to reveal the underlying structure.

KW - human resource management

KW - Knowledge management

KW - social networks

U2 - 10.1108/09696470910993927

DO - 10.1108/09696470910993927

M3 - Journal article

VL - 16

SP - 443

EP - 459

JO - The Learning Organization

JF - The Learning Organization

SN - 0969-6474

IS - 6

ER -