Paper info: Contagion Theories and Learning in Emergent Networks: Evidence from the UK Construction Industry
Title
Contagion Theories and Learning in Emergent Networks: Evidence from the UK Construction Industry
Authors
Andrew Pressey,
Linda Peters
and
Wesley Johnston
Linda Peters
Universtiy of East Anglia
United Kingdom
Wesley Johnston
Georgia State University
United States
Place of Publication
The paper was published at the 27th IMP-conference in Glasgow, Scotland in 2011.
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Abstract
ABSTRACT
How is information effectively disseminated among actors in networks and how do emergent networks learn? Drawing on the disease metaphor underpinning contagion theories, this study examines network members’ exposure to information in emergent networks – “shadow networks”, or the way “things actually get done” through informal links between actors. The data collected for this study consists of 45 in-depth semi-structured interviews and two focus group conducted with managers undertaking two UK construction projects over a period of twenty four months. Due to the temporary organizational forms that constitute the construction projects studied actors operate within a network that is evolving, and are thus compelled to negotiate their roles and navigate the most effective means of completing tasks. What we recognize in the construction projects studied is in the presence of ambiguity and novelty actors adopt co-ordination mechanisms that rely on informal communication practices negotiated in situ. We explore the implications of these findings for network learning opportunities.
Key words: Contagion Theories; Emergent Networks; Network Learning; Temporary Organizations.
How is information effectively disseminated among actors in networks and how do emergent networks learn? Drawing on the disease metaphor underpinning contagion theories, this study examines network members’ exposure to information in emergent networks – “shadow networks”, or the way “things actually get done” through informal links between actors. The data collected for this study consists of 45 in-depth semi-structured interviews and two focus group conducted with managers undertaking two UK construction projects over a period of twenty four months. Due to the temporary organizational forms that constitute the construction projects studied actors operate within a network that is evolving, and are thus compelled to negotiate their roles and navigate the most effective means of completing tasks. What we recognize in the construction projects studied is in the presence of ambiguity and novelty actors adopt co-ordination mechanisms that rely on informal communication practices negotiated in situ. We explore the implications of these findings for network learning opportunities.
Key words: Contagion Theories; Emergent Networks; Network Learning; Temporary Organizations.