Flattening the curve? The structure of the natural resource exchange network and CO2 emissions

2021 ◽  
Author(s):  
Danielle J. Vesia ◽  
Matthew C. Mahutga ◽  
Bonnie Khánh Hà Buì
Keyword(s):  
Co2 Emissions ◽  
Natural Resource ◽  
Resource Exchange ◽  
Exchange Network

Project-Based Organisations

2012 ◽  
pp. 883-896
Author(s):  
Liang Chen ◽  
Anna Wiewiora ◽  
Bambang Trigunarsyah
Keyword(s):  
Social Capital ◽  
Social Networks ◽  
Knowledge Transfer ◽  
Knowledge Networks ◽  
Resource Exchange ◽  
Trust Network ◽  
Relationship Networks ◽  
Relationship Network ◽  
Exchange Network ◽  
The Relationship

In sustainable development projects, as well as other types of projects, knowledge transfer is important for the organisations managing the project. Nevertheless, knowledge transfer among employees does not happen automatically and it has been found that the lack of social networks and the lack of trust among employees are the major barriers to effective knowledge transfer. Social network analysis has been recognised as a very important tool for improving knowledge transfer in the project environment. Transfer of knowledge is more effective where it depends heavily on social networks and informal dialogue. Based on the theory of social capital, social capital consists of two parts: conduits network and resource exchange network. This research studies the relationships among performance, the resource exchange network (such as the knowledge network) and the relationship network (such as strong ties network, energy network, and trust network) at the individual and project levels. The aim of this chapter is to present an approach to overcoming the lack of social networks and lack of trust to improve knowledge transfer within project-based organisations. This is to be done by identifying the optimum structure of relationship networks and knowledge networks within small and medium projects. The optimal structure of the relationship networks and knowledge networks is measured using two dimensions: intra-project and inter-project. This chapter also outlines an extensive literature review in the areas of social capital, knowledge management and project management, and presents the conceptual model of the research approach.

The Challenge of the Resource Exchange Network.

1980 ◽  
Vol 9 (6) ◽  
pp. 842
Author(s):  
Karen S. Cook ◽  
Seymour B. Sarason ◽  
Elizabeth Lorentz
Keyword(s):  
Resource Exchange ◽  
Exchange Network

scholarly journals THE RESOURCE EXCHANGE NETWORK: A MODEL FOR TRANSFORMATIVE CHANGE IN GERIATRIC CARE

2019 ◽  
Vol 3 (Supplement_1) ◽  
pp. S808-S808
Author(s):  
Phillip G Clark ◽  
Phillip Clark ◽  
Christine Ferrone ◽  
Faith Helm ◽  
Alexandra Morelli
Keyword(s):  
Rhode Island ◽  
Interpersonal Relationships ◽  
Interprofessional Education ◽  
Critical Conditions ◽  
Transformative Change ◽  
Clinical Expertise ◽  
Resource Exchange ◽  
Conceptual Foundation ◽  
Exchange Network ◽  
Partnership Models

Abstract Transformational efforts to redesign the care system for older adults call for the development of novel partnership models incorporating academic institutions, primary care networks, and community-based organizations. The Rhode Island Geriatric Workforce Enhancement Program (RI-GWEP) has utilized the “resource exchange model” to develop innovative, interdisciplinary, and integrated projects combining educational resources, clinical expertise, programmatic experience, and impact evaluation. With particular emphasis on the challenges of developing interprofessional education spanning the traditional gaps between disciplines and departments, this presentation emphasizes the critical conditions, components, and capacities of such a collaborative network. These include: (1) mission dominance, (2) barter exchange, (3) partnership investment, and (4) interpersonal relationships. RI-GWEP’s experience provides insights into the conceptual foundation of geriatrics networks and specific, concrete examples of projects incorporating these principles. Implications for the development of networks in other settings include consideration of particular: (1) projects, (2) people, (3) places, (4) personalities, and (5) possibilities.

Project-Based Organisations

2011 ◽  
pp. 271-285
Author(s):  
Liang Chen ◽  
Anna Wiewiora ◽  
Bambang Trigunarsyah
Keyword(s):  
Social Capital ◽  
Social Networks ◽  
Knowledge Transfer ◽  
Knowledge Networks ◽  
Resource Exchange ◽  
Trust Network ◽  
Relationship Networks ◽  
Relationship Network ◽  
Exchange Network ◽  
The Relationship

<P>In sustainable development projects, as well as other types of projects, knowledge transfer is important for the organisations managing the project. Nevertheless, knowledge transfer among employees does not happen automatically and it has been found that the lack of social networks and the lack of trust among employees are the major barriers to effective knowledge transfer. Social network analysis has been recognised as a very important tool for improving knowledge transfer in the project environment. Transfer of knowledge is more effective where it depends heavily on social networks and informal dialogue. Based on the theory of social capital, social capital consists of two parts: conduits network and resource exchange network. This research studies the relationships among performance, the resource exchange network (such as the knowledge network) and the relationship network (such as strong ties network, energy network, and trust network) at the individual and project levels. The aim of this chapter is to present an approach to overcoming the lack of social networks and lack of trust to improve knowledge transfer within project-based organisations. This is to be done by identifying the optimum structure of relationship networks and knowledge networks within small and medium projects. The optimal structure of the relationship networks and knowledge networks is measured using two dimensions: intra-project and inter-project. This chapter also outlines an extensive literature review in the areas of social capital, knowledge management and project management, and presents the conceptual model of the research approach.</P> <P>&nbsp;</P>

The Challenge of the Resource Exchange Network: From Concept to Action.

1980 ◽  
Vol 25 (2) ◽  
pp. 372
Author(s):  
Gerald Zeitz ◽  
Seymour B. Sarason ◽  
Elizabeth Lorentz
Keyword(s):  
Resource Exchange ◽  
Exchange Network
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