Limitations in the Use of Social Network Analysis Methods in Marketing Project Management

2021 ◽  
pp. 21-29
Author(s):  
E. Akimova
Keyword(s):  
Social Network ◽  
Project Management ◽  
Social Network Analysis ◽  
Network Analysis ◽  
Professional Education ◽  
Work Experience ◽  
Project Manager ◽  
Management Skills ◽  
Communication Management

One of the trends of the labor market is project management skills. In such conditions, the professional education of a project manager becomes especially relevant since it is often impossible to completely replace it with work experience. One of the most vital areas for project success is communication management. Nevertheless, in this area, unlike many others, tools that allow objectively analyzing the quality of communications are not used. Relatively recently, a method of social network analysis (SNA) has appeared, which enables, among other things, analyzing communications in projects. Researchers wrote about the applicability of this methodology in project management. This article will identify some of the limitations in the use of SNA in project management.

scholarly journals Identifying Project Corporate Behavioral Risks to Support Long-Term Sustainable Cooperative Partnerships

2021 ◽  
Vol 13 (11) ◽  
pp. 6347
Author(s):  
Marco Nunes ◽  
António Abreu ◽  
Célia Saraiva
Keyword(s):  
Social Network ◽  
Project Management ◽  
Social Network Analysis ◽  
Network Analysis ◽  
Building Blocks ◽  
Research Literature ◽  
Management Tools ◽  
Dynamic Interactions ◽  
Major Factors

Projects are considered crucial building blocks whereby organizations execute and implement their short-, mid-, and long-term strategic visions. Projects are thought, developed, and implemented to solve problems, drive change, satisfy unique needs, add value, and exploit opportunities, just to name a few objectives. Although existing project management tools and techniques aim to deliver projects with success, according to the latest reviewed literature, projects still keep failing at an impressive pace. Among the extensive list of factors that may threaten project success, several articles from the research literature place particular importance on a still underexplored factor that may strongly lead to unsuccessful project delivery. This factor—usually known as corporate behavioral risks—usually emerges and evolves as organizations work together to deliver projects across a bounded period of time, and is characterized by the mix of formal and informal dynamic interactions between the different stakeholders that constitute the different organizations. Furthermore, several articles from the research literature also point out the lack of proper models to efficiently manage corporate behavioral risks as one of the major factors that may lead to projects failing. To efficiently identify and measure how such corporate behaviors may contribute to a project’s outcomes (success or failure), a heuristic model is proposed in this work, developed based on four fundamental fields ((1) project management, (2) risk management, (3) corporate behavior, and (4) social network analysis), to quantitatively analyze four critical project social networks ((1) communication, (2) problem-solving, (3) advice, and (4) trust), by applying the theory of social network analysis (SNA). The proposed model in this work is supported with a case study to illustrate its implementation and application across a project lifecycle, and how organizations can benefit from its application.

scholarly journals Pemanfaatan Social Network Analysis (SNA) Untuk Menganalisis Kolaborasi Panitia Pengawas Pilkada Tahun 2020 di Kecamatan Gunungpati Kota Semarang

2021 ◽  
Vol 14 (2) ◽  
pp. 244-255
Author(s):  
Lukman Santoso ◽  
Reni Veliyanti
Keyword(s):  
Social Network ◽  
Social Network Analysis ◽  
Network Analysis ◽  
High Category ◽  
Committee Network ◽  
Flow Of Information

The implementation of the 2020 Pilkada in Gunungpati District as a whole has improved in terms of the quality of its implementation. This is the result of the cooperation of all competent parties at the sub-district and village levels. This study aims to analyze the collaboration of the Supervisory Committee for the Election of Governors and Deputy Governors in 2020, Gunungpati District and to understand in depth the flow of information using Social Network Analysis (SNA). The results showed that the overall density of the supervisory committee network was 0.53 or 53%, so the characteristics of the network of members of the Panwaslu Kec.Gunungpati network were in the high category. Panwaslu members with the initials DAP, RV, WPU and M are the most dominant members of the Panwaslu with values of Centrality, Closeness and Betweness Centrality in the network.  

Identify project corporate behavioral risks to support long-term sustainable cooperative partnerships.

2021 ◽  
Author(s):  
marco nunes ◽  
Antônio José de Abreu Pina
Keyword(s):  
Social Network ◽  
Project Management ◽  
Social Network Analysis ◽  
Network Analysis ◽  
Building Blocks ◽  
Two Dimensions ◽  
Corporate Behavior ◽  
Proposed Model ◽  
Project Lifecycle

Projects can be seen as the crucial building blocks whereby organizations execute and implement their short, and long-term strategic vision. Projects are thought to solve problems, drive change, satisfy unique needs, add value, or exploit opportunities, just to name a few. In order to successful deliver projects, project management tools and techniques are applied throughout a project´s lifecycle, essentially to efficiently and in a timely manner, identify and manage project risks. However, according to latest reviewed literature, projects keep failing at an impressive rate. Although research in the project management field argues that such failure rate is due to a huge variety of reasons, it highlights particular importance to a still underexplored and not quite well understood (regarding how it emerges and evolves) risk type, that may lead projects to failure. This risk type, called as corporate behavioral risks, usually emerge, and evolve as organizations work together across a finite period of time (for example, across a project lifecycle) to deliver projects, and is characterized by the mix of countless formal and informal dynamic interactions between the different elements that constitute the different organizations. Understanding the extent to which such corporate behavior influences project´s outcomes, is a breakthrough of high importance that positively impacts two dimensions; first, enables organizations that deliver projects (but not only), to increase the chances of project success, which in turn is a driver of sustainable business, because it allows the development and implementation of effective, and timely corrective measures to project´s tasks and activities, and second, it contributes to the scientific community (on the organizations field), to generate valuable and actionable new knowledge regarding the emergence and evolution of such cooperative risks, which can lead to the development of new theories and approaches on how to manage them. In this work, we propose a heuristic model to efficiently identify and analyze how corporate behavioral risks may influence project´s outcomes. The proposed model in this work, lays its foundations on four fundamental fields ((1) project management, (2) risk management, (3) corporate behavior, and (4) social network analysis), and will quantitatively measure four critical project social networks ((1) communication, (2) problem-solving, (3) advice, and (4) trust) that usually emerge as projects are being delivered, by applying the theory of social network analysis (SNA), more concretely, SNA centrality metrics. The proposed model in this work is supported with a case study to illustrate its implementation across a project lifecycle, and how organizations can benefit from its application.

Preparing Trainee Translators for the Job Market

2018 ◽  
pp. 137-167
Author(s):  
Bryan J. Robinson ◽  
M. Dolores Olvera-Lobo
Keyword(s):  
Social Network ◽  
Social Network Analysis ◽  
Network Analysis ◽  
Online Survey ◽  
Interpersonal Relations ◽  
Team Cohesion ◽  
Job Market ◽  
Friendship Relations ◽  
Professional Workplace

Competence-based learning contrasts radically with content-focused education. Today's undergraduate programmes take a multidisciplinary approach that imbues learning with input from the professional workplace. This chapter describes possibly the first social network analysis of trainee translators participating in an intensive, randomised teamwork experience centred on project-based, cooperative learning. An online survey gathered data and perceptions of the teamwork experience and of interpersonal relations. Participants describe friendship relations, the quality of their peers' performance in professional roles, and their preferences with regard to the roles, and these are contrasted within the teams. These indicators of intra-team cohesion are compared with course-final achievement. Results indicate that the strengthening of friendship ties accompanies greater cohesion in teams and may be associated with higher achievement. This suggests that a multidisciplinary focus on teamwork competences enhances learners' professional prospects.

scholarly journals Strengths and weaknesses of the Net-Map tool for participatory social network analysis in resource management: Experience from case studies conducted on four continents

2018 ◽  
Vol 11 (2) ◽  
pp. 205979911878775 ◽  
Author(s):  
Barbara Schröter ◽  
Claudia Sattler ◽  
Frieder Graef ◽  
Cheng Chen ◽  
Estephania Delgadillo ◽  
...  
Keyword(s):  
Social Network ◽  
Social Network Analysis ◽  
Network Analysis ◽  
Face To Face ◽  
Directed Information ◽  
Management Experience ◽  
Participatory Network ◽  
Network Mapping ◽  
Depth Interviews

For researchers, conducting face-to-face interviews is always a challenge as it often turns into a one-way directed information retrieval. Therefore, interviewees not always are very motivated, enthusiastic and cooperative in responding to the questions. In the end, this has implications for the quality of the interview data. To improve the interview setting and the resulting data, in several projects the Net-Map tool was used to conduct participatory social network analysis. The tool is a combination of in-depth interviews and participatory network mapping. During the interviews, the interviewee draws the network of relevant actors, notes down their motivations and evaluates and displays the actors’ influence and benefits by building towers using any kind of stacks. In this research note, we present the strengths and weaknesses of the method against the experiences with applying the Net-Map tool on four different continents and give ideas for improvements and further research.

scholarly journals Identify project corporate behavioral risks to support long-term sustainable cooperative partnerships.

2021 ◽  
Author(s):  
marco nunes ◽  
Antônio José de Abreu Pina
Keyword(s):  
Social Network ◽  
Project Management ◽  
Social Network Analysis ◽  
Network Analysis ◽  
Building Blocks ◽  
Two Dimensions ◽  
Corporate Behavior ◽  
Proposed Model ◽  
Project Lifecycle

Projects can be seen as the crucial building blocks whereby organizations execute and implement their short, and long-term strategic vision. Projects are thought to solve problems, drive change, satisfy unique needs, add value, or exploit opportunities, just to name a few. In order to successful deliver projects, project management tools and techniques are applied throughout a project´s lifecycle, essentially to efficiently and in a timely manner, identify and manage project risks. However, according to latest reviewed literature, projects keep failing at an impressive rate. Although research in the project management field argues that such failure rate is due to a huge variety of reasons, it highlights particular importance to a still underexplored and not quite well understood (regarding how it emerges and evolves) risk type, that may lead projects to failure. This risk type, called as corporate behavioral risks, usually emerge, and evolve as organizations work together across a finite period of time (for example, across a project lifecycle) to deliver projects, and is characterized by the mix of countless formal and informal dynamic interactions between the different elements that constitute the different organizations. Understanding the extent to which such corporate behavior influences project´s outcomes, is a breakthrough of high importance that positively impacts two dimensions; first, enables organizations that deliver projects (but not only), to increase the chances of project success, which in turn is a driver of sustainable business, because it allows the development and implementation of effective, and timely corrective measures to project´s tasks and activities, and second, it contributes to the scientific community (on the organizations field), to generate valuable and actionable new knowledge regarding the emergence and evolution of such cooperative risks, which can lead to the development of new theories and approaches on how to manage them. In this work, we propose a heuristic model to efficiently identify and analyze how corporate behavioral risks may influence project´s outcomes. The proposed model in this work, lays its foundations on four fundamental fields ((1) project management, (2) risk management, (3) corporate behavior, and (4) social network analysis), and will quantitatively measure four critical project social networks ((1) communication, (2) problem-solving, (3) advice, and (4) trust) that usually emerge as projects are being delivered, by applying the theory of social network analysis (SNA), more concretely, SNA centrality metrics. The proposed model in this work is supported with a case study to illustrate its implementation across a project lifecycle, and how organizations can benefit from its application.

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