Sunbelt XXXI International Network for Social Network ... - INSNA

Collaboration For Collective Action: An Ergm Analysis Of A Community Organizing NetworkTesdahl, Eric A.; Speer, Paul W.Networks, Collective Action and Social MovementsCollective Action, Interorganizational Networks, Community Networks, Prosocial Action, Collaboration Network, statnetTHURS.AM1Community organizations involve citizens in affecting change on issues of local concern. While they are much more localized than social movements, the twoare intimately related in that community organizing groups are frequently the building blocks, components, or local chapters of broader social movementefforts (Fisher & Shragge, 2007; Dreier, 2007). Globalizing economic trends that move decision‐making away from local to state, national, and supra‐nationalarenas have made community‐based organizations especially aware of the need to collaborate with one another in order to expand their work beyond theneighborhood context (Orr, 2007). For the current study, we analyze records of collaboration for a one‐year period among 28 organizational members of afaith‐based community organizing network in a mid‐sized US city. Of particular interest are the factors associated with collaboration between organizationscoordinating collective action at the metropolitan level. The analysis is carried out by means of an exponential random graph model within the statnet analysispackage (Handcock, et al. 2003) to determine the relative import of several factors suggested by the multi‐theoretical multi‐level model (Contractor,Wasserman, & Faust, 2006). These include endogenous factors relating to network structure (transitivity, reciprocity, and centralization) as well as severalexogenous factors including size of organizational membership, and contact with professional organizing staff.Collaboration Within And Across Teams: Leadership Forms And Network StructuresDeChurch, Leslie A.; Doty, Daniel; Murase, Toshio; Jimenez‐Rodriguez, Miliani; Seely, Peter; Sanz, ElizabethSports, Teams and NetworksLeadership, Multilevel Analysis, Team Performance, Group Structure, Social Cognition, multiteam systemsFRI.PM2Organizations are restructuring into collaborative work systems because they offer the ability to address complex problems by combining expertise distributedacross business functions, knowledge specialties, geographic locations, and organizational boundaries. Often times the goals these systems face are complexand multifaceted requiring multiple distinct teams to coordinate their efforts and compile information for decision making distributed across a network ofteams. The current study explores the structural contingency theory prediction that collaboration is a function of alignment between the form of leadershipand structure of communication network. Ideas were tested in a sample in 80, 6‐person networks tasked with performing a laboratory pc‐game‐basedhumanitarian aid task. Leadership form and communication network structures were manipulated, and effects on socio‐cognitive networks, teamworkprocesses, and multiteam effectiveness examined.