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From Business Networks Management by Octavio Pitaluga Neto (Welcome !!! This blog debates about Business Networks Management and is available Portuguese and English as much as possible)

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http://www.net-bridges.com.br/netbridges/images/stories//networksmanagement

MORS 430 – Section 63

MANAGING NETWORKS THROUGH SOCIAL AND TECHNOLOGICAL CONNECTIVITY

Brian Boroff

Juliana Abreu

Priscilla Krone

Scott Dilloff

Tim Walsh

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INTRODUCTION The proliferation of new networking technology has dramatically influenced the way that senior business leaders pursue and maintain relationships. The degree to which our interviewees have adopted technology varies enormously and is to a large extent contingent upon their professional social structure. Generally, those interviewees who work for larger corporations with existing support/infrastructure tend to be less proactive in network expansion efforts and therefore less apt to use technology in that regard. Whereas, those interviewees who are either self-employed or who work for more entrepreneurial operations, by definition, are more outwardly focused and more proactive in their network expansion efforts, and are therefore more reliant upon new technological developments to assist them in that regard. Overall, we found that all of our interviewees take advantage of technology to organize and manage existing relationships. Regardless of the type of work environment we determined that the most effective method is to use technology as a tool to efficiently organize and manage existing relationships, and to develop logical extensions as opposed to simply exponentially increasing the number of people to whom one is connected. INTERVIEWEES Alexander: Alexander works in the entrepreneurial and relationship-based start-up industry in the Silicon Valley. After spending several years at eBay, he has recently transitioned to a private company where he leads a small but pivotal testing team. His overall responsibilities include quality assurance for new releases brought to market, evaluation of interoperability for new product development, and staff development.

CONCLUSIONS

Networking is vital to business leaders in all different professional paths and job functions. Through our research, we have identified many different approaches and philosophies to networking, which can be classified according to the size of the network and the depth of the relationships between the people in the network. Entrepreneurs, who depend heavily on their networks to grow their business, tend to build large networks that provide a larger resource pool. Leaders working in larger companies or more structured jobs tend to have fewer but more meaningful relationships that are developed through shared and professional interactions. Regardless of the type of network that each person has, technology plays an important part, in facilitating the expansion and maintenance of networks. For entrepreneurs with large networks, technology is even more vital because it allows them to efficiently manage and grow their contact base. Despite the advantages of technology, it is vital to balance its use with traditional networking activities,. Regardless of the type of network, be it large or small, and the strength of the relationships, business leaders must consciously use a wide range of techniques and technologies to ensure that they are leveraging their networks as efficiently as possible.

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APPENDIX

Exhibit 1: Networking Philosophy Range

Exhibit 2: Combining social and information connectivity to achieve efficient networks

appendix-exhibit-1-networking-philosophy-range.jpg

Exhibit 3: Interviewees’ Network Maps

exhibit-3-interviewees-network-maps.jpg 

exhibit-3-interviewees-network-maps-2.jpg

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http://primavera.fee.uva.nl/PDFdocs/2006-10.pdf  

 

PrimaVera Working Paper Series

PrimaVera Working Paper 2007-05

Ontology for interdependency:

steps to an ecology of information management

Pieter Wisse

March 2007

Category: academic

University of Amsterdam

Department of Information Management

Roetersstraat 11

1018 WB Amsterdam

http://primavera.fee.uva.nl

Copyright 2007 by the Universiteit van Amsterdam

All rights reserved. No part of this article may be reproduced or utilized in any form or by any means, electronic of mechanical, including

photocopying, recording, or by any information storage and retrieval system, without permission in writing from the authors.

Ontology for interdependency: steps to an ecology of information management

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Ontology for interdependency:

steps to an ecology of information management

Pieter Wisse

Abstract:

There’s no lack of visionaries referring to the information society. Any vision may be considered a

highly abstract design. Often to the dismay of its proponents, a particular vision’s credibility, if not

outright proof, ultimately depends largely on most practical, mundane engineering. Can it be made to

actually work? Is the information infrastructure at all feasible to reliably, readily implement it?

This paper presents as a direction for information management to widen its scope of rigorous

relevance. An ontology is sketched for unambiguously capturing limitless behavioral variety. It

requires shifting the grounding perspective to interdependency.

Keywords:

Information management, ontology, interdependency, metapattern, behavioral variety, semantics,

realism, semiotics, semiotic ennead.

About the author:

Pieter E. Wisse (http://www.wisse.cc) is founder and president of Information Dynamics, an independent company

operating from the Netherlands and involved in research & development of complex, civil information

management.

Pieter holds an engineering degree (mathematics and information management) from Delft University of

Technology and a PhD (information management) from the University of Amsterdam where he is now affiliated

with PrimaVera as a research fellow. He regularly contributes working papers to the PrimaVera series.

Ontology for interdependency: steps to an ecology of information management

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The trend towards ever increasing interconnectivity is unmistakable. Still severely lacking, though, is

the recognition in the first place of the need for controlled balance at the emerging global scale of

information management. With even an awareness missing, how can such balance ever be achieved?

How can especially legitimate demands for security, for authorization, auditability, etcetera be met

under qualitatively new conditions of open interconnectivity?

Information management must timely — which is now! — develop from some narrow discipline

supporting separate business and government organizations to an essentially interdisciplinary approach

covering the whole range of social interaction. A predominantly technical orientation such as

interconnectivity doesn’t do proper justice to the social variety that needs to be engaged by newly

balanced policy, etcetera. What is needed is a framework through which up to an individual citizen’s

differences are recognized as constitutive for a dynamic open society. Sufficient formalism should

guarantee both relevance and rigor. For that purpose, an ontology for interdependency is

indispensable.

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