Abstract
La presente investigación tiene como principal objetivo comprobar si ocurren alteraciones en las redes intraorganizacionales de una empresa pública, llevando en cuenta las intervenciones de cambio organizacional. Para ello, se realiza el mapeamiento de las redes de amistad y comunicación de la empresa, a través de un cuestionario aplicado a los empleados en dos diferentes momentos: durante la implantación del cambio y once meses después de la primera aplicación. Las respuestas son organizadas en matrices, posteriormente analizadas con el software Unicet. Los resultados obtenidos revelan impactos más significativos en la red de amistad: reducción en el tamaño de la red y disminución de la distancia geodésica. Se observa un impacto positivo en la red de comunicación: aunque haya ocurrido una reducción en el tamaño, el cambio la impacta poco. Los resultados obtenidos contradicen la literatura en la que se basa el presente estudio, puesto que ella afirma que, tras un proceso de cambio, la red de comunicación presenta mayores diferencias.
Palabras-clave: redes sociales, cambios organizacionales, estructura, social análisis.
References
Balkundi, P. y Kilduff, M. (2006). The ties that lead: A social network approach to leadership. The Leadership Quarterly, 17(4), 419-439.
Borgatti, S. P., Mehra, A., Brass, D. J. & Labianca, G. (2009). Network Analysis in the Social Sciences, Science, 323(5916), 892-895.
Burkhardt, M. E. (1994) Social interaction effects following a technological change: a longitudinal investigation. Academy of Management Journal, 37(4), 869-897.
Burkhardt, M. E., y Brass, D. J. (1990). Changing patterns or patterns of change: The effects of a change in technology on social network structure and power. (Technology, Organizations, and Innovation). Administrative Science Quarterly, 35(1), 104-124.
Burt, R. S. (2010). Neighbor Networks. Oxford: Oxford University Press.
Burt, R. S., Kilduff, M. & Tasseli, S. (2013). Social Network Analysis: Foundations and Frontiers on Advantage, Annual Review of Psychology, 64, 527-547.
Cross, R. L., y Prussak, L. (2002). The people who make organizations go - or stop. Harvard Business Review, 80(6), 104-112.
Gulati, R. (1995). Social structure and alliance formation patterns: a longitudinal analysis. Administrative Science Quarterly, 40(4), 619-634
Kilduff, M., and Brass, D.J. 2010. Organizational Social Network Research: Core Ideas and Key Debates. The Academy of Management Annals, 4, 317-357.
Kraatz, M. S. (1998). Learning by association? Interorganizational networks and adaptation to environmental change. Academy of Management Journal; 41(6), 621-643.
Krackhardt, D., y Hanson, J. R. (1993). Informal networks: the company behind the chart. Harvard Business Review, 71(4), 104-111.
Kruglanski, A., Pierro, A., Higgins, E., y Capozza, D. (2007). “On the move” or “staying put”: Locomotion, need for closure, and reactions to organizational change. Journal of Applied Social Psychology, 37(6), 1305-1340.
McGrath, C., y Krackhardt, D. (2003). Network Conditions for Organizational Change. The Journal of Applied Behavioral Science, 39(3), 324-335.
Marques, E. C. (2003). Redes sociais, instituições e atores políticos no governo da cidade de São Paulo. São Paulo: Annanblume/FAPESP.
Minhoto, L.D., y Martins, C.E. (2001). As redes e o desenvolvimento social. Cadernos FUNDAP, 22, 81-101.
Neiva, E. R. & Paz, M. G. T. (2007). Percepção da mudança organizacional: Um estudo em uma organização pública brasileira, Revista de Administração Contemporânea, 31(1), 31-52.
Neiva, E. R. & Pantoja, M. J. (2008). Redes Sociais e Mudança em um Grupo de Produtores Rurais do Planalto Central. Psicologia (Florianópolis), 8, 5-24.
Paper, D., y Simon, S. (2005). Change Research: The Search for a Theoretical Construct. Information Resources Management Journal, 18(3), 1-1.
Santos, M. & Bastos, A. B. (2007). Redes sociais informais e compartilhamento de significados sobre a mudança organizacional. RAE. Revista de Administração de Empresas, 47, 15-30.
Shah, P. P. (2000). Network destruction: The structural implications of downsizing. Academy of Management Journal; 43(1), 101-112.
Rapold, I. M. & Bastos, A.V.B . (2010). Estabilidade X Mudança nas organizações: uma análise da dinâmica das redes sociais informais de confiança. In: Anais do IV Congresso Brasileiro de Psicologia Organizacional e do Trabalho, São Bernardo do Campo: Tec Art Editora Ltda.
Susskind, A. M., Miller, V. D., y Johnson, J. D. (1998). Downsizing and structural holes: their impact on layoff survivors' perceptions of organizational chaos and openness to change. Communication Research, 25(1), 30-34.
Susskind, A. M. (2007). Downsizing survivors' communication networks and reactions: A longitudinal examination of information flow and turnover intentions. Communication Research, 34(2), 156-184.
Authors who publish with this journal agree to the following terms:
- Authors retain copyright and grant the journal right of first publication, with the work [SPECIFY PERIOD OF TIME] after publication simultaneously licensed under a Creative Commons Attribution License that allows others to share the work with an acknowledgment of the work's authorship and initial publication in this journal.
- Authors are able to enter into separate, additional contractual arrangements for the non-exclusive distribution of the journal's published version of the work (e.g., post it to an institutional repository or publish it in a book), with an acknowledgment of its initial publication in this journal.
- Authors are permitted and encouraged to post their work online (e.g., in institutional repositories or on their website) prior to and during the submission process, as it can lead to productive exchanges, as well as earlier and greater citation of published work (See The Effect of Open Access).