Organizational Network Analysis: Auditing Intangible Resources

Cover
Half Title
Series
Title
Copyright
Dedication
Contents
List of Figures
List of Tables
Acknowledgments
Preview
Introduction
1 Theoretical Foundations of Networks and Resource-Based Approaches in Organization Management
	1.1 Theoretical Approaches to Networks in the Organizational Context
		1.1.1 Network Theory
		1.1.2 Actor–Network Theory
		1.1.3 Activity Theory
	1.2 Social Network Analysis vs. Organizational Network Analysis—Toward the Dynamic Approach
		1.2.1 Social Network Analysis
		1.2.2 Organizational Network Analysis
		1.2.3 Dynamic Network Analysis
	1.3 Resource-Based Theoretical Approaches in the Dynamic Perspective
		1.3.1 Resource-Based View
		1.3.2 Knowledge-Based View
		1.3.3 Intellectual Capital–Based View
2 Integrated Organizational Intangible Resource Audit as a Meta-Model of Information, Knowledge, and Intellectual Capital Audit
	2.1 The Nature of Intangible Resources
		2.1.1 The Static Approach to Information, Knowledge, and Intellectual Capital
		2.1.2 The Structural Approach to Information, Knowledge, and Intellectual Capital
		2.1.3 The Dynamic Approach to Information, Knowledge, and Intellectual Capital
	2.2 Information Audit, Knowledge Audit, and Intellectual Capital Audit
		2.2.1 Information Audit
		2.2.2 Knowledge Audit
		2.2.3 Intellectual Capital Audit
	2.3 Organizational Intangible Resource Audit
		2.3.1 Intangible Resource Audit as a Meta-Model
		2.3.2 Network Metrics in Intangible Resource Audit
		2.3.3 Knowledge and Information Resource and Flow Mapping as an Essential Audit Tool
3 Research Methodology
	3.1 Research Focus, Problems, Aims, and Assumptions
	3.2 Research Organization and Discussion of Research Methods
		3.2.1 Qualitative Research
		3.2.2 Quantitative Research
		3.2.3 Network Research
	3.3 Presentation of the Selected Case Study and the Studied Population, Broken Down by Intangible Resource Audit Model Stages
		3.3.1 The Planning Stage of the Intangible Resource Audit in Connecto
		3.3.2 The Design Stage of the Intangible Resource Audit in Connecto
		3.3.3 Operationalization Stage of the Intangible Resource Audit
	3.4 Studied Population
4 Organizational Intangible Resource Audit Findings—A Case Study
	4.1 Intangible Resource Audit Findings at the Network Level
	4.2 Intangible Resource Audit Findings at the Dyad Level
		4.2.1 Having Knowledge and Skills
		4.2.2 Using Knowledge and Skills
	4.3 Intangible Resource Audit Findings at the Node Level
	4.4 Simulation of Node Position Changes in the Network
5 Discussion of Findings and Conclusions From the Intangible Resource Audit
	5.1 Organizational Intangible Resource Audit Methodology
	5.2 Exemplification of Organizational Intangible Resource Audit
		5.2.1 Network-Level Results
		5.2.2 Findings at the Dyad Level
		5.2.3 Findings at the Node Level
Conclusion
Index