{"title":"清理你的社交网络:一场罢工如何改变一个工作团队的社交网络","authors":"K. Thommes, A. Akkerman","doi":"10.1108/TPM-06-2017-0031","DOIUrl":null,"url":null,"abstract":"Purpose \n \n \n \n \nThis paper aims to analyse the impact of an intra-team conflict on the social relations within a team. The team conflict was triggered by a strike action which separated the team in two groups, the strikers and the worker, who continued to work. After the strike was settled, all had to work again cooperatively. This paper analyses how the strike action affects work and private social networks among workers. \n \n \n \n \nDesign/methodology/approach \n \n \n \n \nThe authors combine a qualitative ethnographic approach with quantitative network data. \n \n \n \n \nFindings \n \n \n \n \nThe authors find that the strike action led to a separation between the former group of strikers and non-strikers. While the subgroups become more cohesive and their social network density increased, the links between both groups diminished. \n \n \n \n \nResearch limitations/implications \n \n \n \n \nThis study reveals that strikes and the accompanying separation of the workforce can improve social relations within the team, if individuals behaved alike during the conflict. \n \n \n \n \nPractical implications \n \n \n \n \nFor managers, the results raise questions concerning typical managerial behaviour during strikes, as managers frequently trigger separation by trying to convince some individuals to continue to work. Instead, groups may even improve their performance after a strike, if they were allowed to behave alike by all joining the strike or refraining. \n \n \n \n \nOriginality/value \n \n \n \n \nThis study is the first to analyse social relations after a conflict. The authors combine qualitative and quantitative data and show the evolution of a social network after a strike. Moreover, they separate private communication flows and work-related communication and show that both networks do not necessarily evolve equally after a conflict.","PeriodicalId":46084,"journal":{"name":"Team Performance Management","volume":null,"pages":null},"PeriodicalIF":1.6000,"publicationDate":"2018-03-12","publicationTypes":"Journal Article","fieldsOfStudy":null,"isOpenAccess":false,"openAccessPdf":"https://sci-hub-pdf.com/10.1108/TPM-06-2017-0031","citationCount":"6","resultStr":"{\"title\":\"Clean up your network: how a strike changed the social networks of a working team\",\"authors\":\"K. Thommes, A. Akkerman\",\"doi\":\"10.1108/TPM-06-2017-0031\",\"DOIUrl\":null,\"url\":null,\"abstract\":\"Purpose \\n \\n \\n \\n \\nThis paper aims to analyse the impact of an intra-team conflict on the social relations within a team. The team conflict was triggered by a strike action which separated the team in two groups, the strikers and the worker, who continued to work. After the strike was settled, all had to work again cooperatively. This paper analyses how the strike action affects work and private social networks among workers. \\n \\n \\n \\n \\nDesign/methodology/approach \\n \\n \\n \\n \\nThe authors combine a qualitative ethnographic approach with quantitative network data. \\n \\n \\n \\n \\nFindings \\n \\n \\n \\n \\nThe authors find that the strike action led to a separation between the former group of strikers and non-strikers. While the subgroups become more cohesive and their social network density increased, the links between both groups diminished. \\n \\n \\n \\n \\nResearch limitations/implications \\n \\n \\n \\n \\nThis study reveals that strikes and the accompanying separation of the workforce can improve social relations within the team, if individuals behaved alike during the conflict. \\n \\n \\n \\n \\nPractical implications \\n \\n \\n \\n \\nFor managers, the results raise questions concerning typical managerial behaviour during strikes, as managers frequently trigger separation by trying to convince some individuals to continue to work. Instead, groups may even improve their performance after a strike, if they were allowed to behave alike by all joining the strike or refraining. \\n \\n \\n \\n \\nOriginality/value \\n \\n \\n \\n \\nThis study is the first to analyse social relations after a conflict. The authors combine qualitative and quantitative data and show the evolution of a social network after a strike. Moreover, they separate private communication flows and work-related communication and show that both networks do not necessarily evolve equally after a conflict.\",\"PeriodicalId\":46084,\"journal\":{\"name\":\"Team Performance Management\",\"volume\":null,\"pages\":null},\"PeriodicalIF\":1.6000,\"publicationDate\":\"2018-03-12\",\"publicationTypes\":\"Journal Article\",\"fieldsOfStudy\":null,\"isOpenAccess\":false,\"openAccessPdf\":\"https://sci-hub-pdf.com/10.1108/TPM-06-2017-0031\",\"citationCount\":\"6\",\"resultStr\":null,\"platform\":\"Semanticscholar\",\"paperid\":null,\"PeriodicalName\":\"Team Performance Management\",\"FirstCategoryId\":\"1085\",\"ListUrlMain\":\"https://doi.org/10.1108/TPM-06-2017-0031\",\"RegionNum\":0,\"RegionCategory\":null,\"ArticlePicture\":[],\"TitleCN\":null,\"AbstractTextCN\":null,\"PMCID\":null,\"EPubDate\":\"\",\"PubModel\":\"\",\"JCR\":\"Q3\",\"JCRName\":\"MANAGEMENT\",\"Score\":null,\"Total\":0}","platform":"Semanticscholar","paperid":null,"PeriodicalName":"Team Performance Management","FirstCategoryId":"1085","ListUrlMain":"https://doi.org/10.1108/TPM-06-2017-0031","RegionNum":0,"RegionCategory":null,"ArticlePicture":[],"TitleCN":null,"AbstractTextCN":null,"PMCID":null,"EPubDate":"","PubModel":"","JCR":"Q3","JCRName":"MANAGEMENT","Score":null,"Total":0}
Clean up your network: how a strike changed the social networks of a working team
Purpose
This paper aims to analyse the impact of an intra-team conflict on the social relations within a team. The team conflict was triggered by a strike action which separated the team in two groups, the strikers and the worker, who continued to work. After the strike was settled, all had to work again cooperatively. This paper analyses how the strike action affects work and private social networks among workers.
Design/methodology/approach
The authors combine a qualitative ethnographic approach with quantitative network data.
Findings
The authors find that the strike action led to a separation between the former group of strikers and non-strikers. While the subgroups become more cohesive and their social network density increased, the links between both groups diminished.
Research limitations/implications
This study reveals that strikes and the accompanying separation of the workforce can improve social relations within the team, if individuals behaved alike during the conflict.
Practical implications
For managers, the results raise questions concerning typical managerial behaviour during strikes, as managers frequently trigger separation by trying to convince some individuals to continue to work. Instead, groups may even improve their performance after a strike, if they were allowed to behave alike by all joining the strike or refraining.
Originality/value
This study is the first to analyse social relations after a conflict. The authors combine qualitative and quantitative data and show the evolution of a social network after a strike. Moreover, they separate private communication flows and work-related communication and show that both networks do not necessarily evolve equally after a conflict.
期刊介绍:
This international journal contributes to the successful implementation and development of work teams and team-based organizations by providing a forum for sharing experience and learning to stimulate thought and transfer of ideas. It seeks to bridge the gap between research and practice by publishing articles where the claims are evidence-based and the conclusions have practical value. Effective teams form the heart of every successful organization. But team management is one of the hardest challenges faced by managers.