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

Intra‐organizational Social Networks Influence On Employees Attitudes Towards Corporate Social Responsibility In Small And Medium‐sized EnterprisesHernandez, Rene; Hernandez, NormaOrganizational NetworksSocial Network Analysis, Corporate Social Responsibility, Small and Medium‐sized EntrepriseSAT.AM1This study emerges from the interest in two fields where little research has been done: Corporate Social Responsibility (CSR) in Small and Medium‐sizedEnterprises (SMEs) in emerging economies and the relationship between intra‐organizational social networks and attitudes towards CSR. Existing literatureclaims that attitudes towards CSR in these times are important for businesses in developed economies where regulations, customers, and other stakeholdersgive attention to environmental and social concerns as well as to the economic ones. Nevertheless, the case of emerging economies and SMEs has beenstudied to a lower extent. A study case was carried out in a manufacturing medium‐sized enterprise in Mexico to analyze the influence of personal contacts onattitudes of the employees towards CSR and environmental issues. The findings of the study suggest that interpersonal and interdepartmental relationshipsinside of the firm have a significant impact on the attitude of the employees towards CSR. Implications for strategic management are drawn from the study.Especially on the importance of understanding and taking advantage of intra‐organizational networks when implementing CSR practices. Further researchshould be carried our in order to strengthen or refute the findings of this case study.Invisible NetworksRodriguez, Jose A.Organizations and NetworksInter‐organizational Networks, Intra‐organizational Networks, CovertSUN.AM2Looking at what is not visible we discover half of the social reality. Invisible relations and invisible actors make up a social reality that tell us stories asinteresting and valuable as those coming from the visible reality. Thanks to serendipity the study of the visible casts light on the path to the invisible. This paperreveals, looks at, and analyzes three types of non‐visible networks: invisible, in the shadows, and non‐existing. Invisible networks emerge from apparently nonexistingrelations. In this case we analyze relations between corporations created outside the inter‐corporative field by invisible actors (non‐interlockers). Theylead us towards invisible power. The analysis of terrorist networks points to networks in the shadows, networks of indirect relations offering fast and nonvisiblecommunication among actors. It helps us to understand action in the shadows. The study of networks in a Buddhist monastery pushes us to look atemptiness. Emptiness is the non‐existing system of relations. Life is also what is not. Non‐existing networks unveil the relational potential in emptiness. And,just as looking at the dark side of the moon, this sight provides a new dimension to the visible.