With the efforts to de-layer organization and to reduce functional boundaries, coordination often occurs through a network of informal relations, and not rigidly fixed channels formal reporting structure and detailed workflows. However, while organizations are switching to network forms through the creation of joint ventures, alliances and other collaborative relationships, managers typically pay little attention to evaluation and support of informal networks in their organizations. Social network analysis is a valuable tool for promoting cooperation in key groups, such as the top network management, strategic business units, new product development teams, communities of practice, joint ventures and mergers. Making informal networks visible, social network analysis helps managers to assess and maintain strategic cooperation. "Hide
by Rob Cross, Stephen P. Borgatti, Andrew Parker Source: California Management Review 23 pages. Publication Date: January 1, 2002. Prod. #: CMR220-PDF-ENG
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