WINTER QUARTER

ANNOTATED BIBLIOGRAPHY
MSC / March 2022

Page Koerner
Winter Quarter Annotated Bibliography 1

Winter Quarter Annotated Bibliography

Battilana, J., & Cascairo, T. “The Network Secrets of Great Change Agents.” Harvard Business

Review, July-August 2013, pp. 2-8. Web March 2022.

This article looks into what is needed to successfully change a workplace. The article

uses the National Health Service (NHS), the UK’s medical service, as an example. The NHS is

nationwide and employs over one million people, and this reading explores how the clinical

managers in charge of implementing change in the organization were able to do so successfully.

The findings show that individuals with strong personal networks within the organization were

most likely to successfully implement change. More specifically, the findings show that

individuals who were central agents in the organizations network, who bridged connections

between other more disconnected groups or individuals, and who were close to “fence sitters” –

those who resisted change – were the most likely to implement change, and do so successfully.

This article links to the course overall as it proves the power of networks – the findings of

the articles show that having a strong networking and a strong position within that network in an

organization are needed if someone wants to implement change. This is a useful source for

anyone studying either how organizations function internally, especially larger organizations

such as the NHS, or if they want to prove the relevance and necessity of a strong network.

Similarly, this could be a useful recourse for those examining different roles within networks,

and how they each function differently

Keywords: Change Implementation, Large Networks, Agents, “fence sitters”.

Byham, W. “Start Networking Right Away (Even If You Hate It).” Harvard Business Review,

January 2009, pp. 1-2. Web March 2022.

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This article, like many others listed here, explores the aversion to networking, and the

tremendous value which comes from it. This reading takes a dive into both the potential benefit

that comes from networking, and what goes into making a successful network. Some advice

given includes creating a mindful network plan (consider who should be in your network, and

who you want in it), to be more confident in who you introduce yourself to, and to ensure all

connections are mutually beneficial – meaning, you are providing something to your connection,

in addition to what they provide you. This reading is useful as it provides both information on the

importance of networks, linking to the learning objectives of this course, and also provides

advice on how to improve networking skills. This reading could be used for individuals who are

seeking to grow their network, or for those who hope to maintain their already existing network.

Keywords: Networking, Relationships, Reciprocity.

Casciaro, T., Gino, F., & Kouchaki, M. (2016). “Learn to Love Networking.” Harvard Business

Review, May 2016, pp. 2-5. Web March 2022.

This article examines which tools and mindsets can be used to reframe the negative

connotations surrounding networking. The article explores the prevalence of a fear of

networking, and includes information on a study showing the link between networking and

feeling ‘dirty’. Similarly, the study within the article demonstrates that an aversion to networking

can be overcome. The findings of the study show that identifying a common interest, focusing on

learning, thinking about what can be provided to the other party, and looking at collective

benefits can all help overcome the aversion to networking.

This source could be useful for individuals just starting off in their career and are unsure

exactly how to network, or for anyone who is not very fond or confident in networking.
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Similarly, this source is useful as it provides proven solutions to help overcome a fear of

networking. This study could also be used if someone were looking into why networking has

such a bad reputation.

Keywords: Networking, Values, Business.

Cummings, J., & Pletcher, C. “Why Project Network Beat Project Teams.” MIT Sloan

Management Review, 2011, pp. 75-80. Web March 2022.

This article, like the one mentioned above, examines the success of networks over teams

when it comes to problem solving. While traditional teams perform better on knowledge-

intensive projects, networks offer more open communication and consistently perform better on

problem-solving. The researchers conducted a survey where members of teams and networks

could submit their achievements. The findings showed that networks took advantage of resources

available to them – specifically, their own network. This reading would be useful for anyone

looking to maximize growth in their company. Similarly, this reading could be useful for people

comparing and contrasting the functionality of teams versus networks.

Keywords: Teams, Networks, Efficacy.

Ibarra, H. “5 Misconceptions about Networking.” Harvard Business Review, April 2016, pp. 3-5.

Web March 2022.

This reading looks into misconceptions surrounding networking, and examines

information proving these myths wrong. Some examples include that people are either gifted

networkers or not, that networking is a waste of time, and that strong ties within personal

networks are the most valuable. The article uses data from studies which disproves these

misconceptions, and offers information on how to successfully form a network which is mutually
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beneficial. One major takeaway from this article is that an individual’s mindset can only be

changed with direct experience.

This article could be used in conjunction with several others also listed here, particularly

“The Power of Reconnection” and “Learn to Love Networking”, as a lot of the themes and

findings discussed overlap, especially surrounding the negative connotations of networking, and

the fear of it. This article can also be used in a work or professional setting, for an individual

who wishes to both learn more about how to grow their network, and how to overcome obstacles.

Keywords: Networking, Outreach, Experience.

Katzenbach, J. R. “Look Beyond The Team: It’s About The Network.” Harvard Business

Review, March 2012, pp. 2-4. Web March 2022.

Despite the common thought that teams are the key to problem solving, this article

examines the role networks play. The article argues that networks are more flexible and offer

more people to chip in with ideas, resulting in a long-term commentary on how to solve issues,

as opposed to a traditional team, which has an appointed leader, and a beginning and end to the

project. The flexibility and relationship-based organization within networks mean that they are

able to offer open communication and a looser schedule, allowing for more solutions to be

introduced. This reading could be used for anyone looking to argue the importance of networks

in organizations, and their importance when it comes to problem solving. This reading also links

well to MSC 540, Leading Collaboration, and it explores both networks and team collaboration,

and which is most effective depending on the situation.

Keywords: Teams, Networks, Problem-solving.

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Leonardi, P., & Neeley, T. “What Managers Need to Know About Social Tools.” Harvard

Business Review, November – December 2017, pp. 118-126. Web March 2022

This article offers advice to managers on how to maximize the productivity from online

tools such as Slack or Microsoft Teams. A staggering 72% of all organizations use some form of

social tool, and this reading outlines the potential benefits of using them. This reading offers a

series of outlines on how to ensure these tools are used to their full potential, and how to make

sure individuals within the company and comfortable using them. The study found that a large

majority of individuals do nothing to learn these social tools, since learning for them occurs at a

remove. Similarly, the research found that one pitfall of social tools is that employees focus on

the ‘wrong data’. This means that oftentimes, employees’ expertise or skill is not properly

transferred online, meaning individuals are oftentimes overlooked.

This article links to overarching themes of networking, such as how individuals function

within a network as a whole, and how this can change online. This source would be useful for

academic purposes, such as for those who wish to look into how introducing social tools can

change the function of an organization, or how the pandemic and the rise of remote and hybrid

work has changed how companies’ function. This recourse can also be used and applied to real

life situations, for example if a company or individual wishes to introduce or reimagine how a

social tool is used in their organization.

Keywords: Social Tools, Social Media, Digital, Internet, Communication.

Levin, Daniel Z, Walter, Jorge, and Murnighan, J Keith. “The Power of Reconnection.” MIT

Sloan Management Review. Cambridge. April 2011, pp, 45-50. Web March 2022
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This article explores how dormant socials ties are often very valuable for both social and

work life. The reading looks into how social media and the internet have made reconnection

much easier, and also explores how despite the common view that dormant ties loose value over

time, it is actually the opposite. The study finds that with the internet, search costs to stay

updates on what old connections were doing made it extremely difficult to keep up to date with

connections. However, search engines and social media have made this much easier – the main

issue nowadays is finding the time to reconnect. The study also found that almost everyone

involved in the study reported that reconnecting with old ties was extremely rewarding – not

only that, but many reported that the advice given by dormant ties was at times more valuable

than advice given by people currently active in their network. The research suggests that the

reason for this is because reconnective is extremely efficient – it requires a minimal investment

of time, and it is much easier to reconnect with an old tie than form a new one.

This article also links very well to the course overall as it proves both the power of

networks, and the extent to which they can help in a professional setting. This reading could be

useful for individuals seeking to prove the efficacy of networking and reconnection. It is also

helpful as it explores how networking has changed with the intent and in the digital age.

Keywords: Networking, Ties, Connection, Digital, Internet, Search Costs.

Pisano, G. P., & Verganti, R. “Which Kind of Collaboration Is Right For You?” Harvard

Business Review, December 2008, pp. 1-9. Web March 2022.

This article explores four basic collaboration models, through looking at open, closed,

flat, and hierarchical types of communication. These modes of communication each offer

different benefits, and through examining them, Pisano and Verganti allow the reader to

determine which would work best for their individual needs, and within their workplace. The
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reading explores the pros and cons of each kind of collaboration, noting that there are trade-offs

for each mode. The four basic modes of communication, which come from combining the types

listed above, are innovation mall, innovation community, elite circle, and consortium. This

reading is especially useful as it not only provides information on each mode, but examples

which would be most effective in certain situations. This recourse would be helpful to anyone

looking for information on what kind of communication is most popular within organizations,

and for those seeking to determine which form of communication would be right for them.

Keywords: Communication, Mode, Hierarchy, Governance.

Whelan, E., Parise, S., de Valk, J., & Aalbers, R. “Creating Employee Networks that Deliver

Innovation.” MIT Sloan Management Review, 2011, pp. 37-44. Web March 2022.

This article explores how a large portion of innovation within an organization is

disproportionately produced by either “idea scouts” or “idea connectors”. The article examines

the characteristics of both agents – idea scouts have broad external connections, while idea

connections have many internal connections. Idea scouts are generally more specialized in

specific areas, while idea connectors thrive while helping others and often have a lot of influence

in the organization. The study within this article looked into where each agent thrived in the

process of innovation or change within an organization. These findings show that scouts thrive

during the initial phase of identifying ideas, but as the process continues the connectors become

more influential.

This article could be useful for someone exploring the logistics of how networks

function, and how individual agents within a network can connect inside and outside sources.

Similarly, this article can be applicable to real life – if someone is able to identify what type of
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agent or node they are in a network, they could use the findings from this paper to determine

how they could have the most influence or effectiveness in their organization.

Keywords: Idea Scouts, Idea Connectors, Innovation.