讲座信息

 

5月26日下午3时，美国阿利桑那州立大学徐淑英教授将来我院，假座史带楼友邦堂，为“复旦大学松下讲座”做演讲。

徐淑英（Anne S. Tsui）教授，1981年获加州大学博士学位，现为美国阿利桑那州立大学教授、香港科技大学教授和北京大学光华管理学院兼职教授，中国管理研究国际学会(IACMR)主席。国际管理学研究领域顶尖华人学者，曾经担任Academy of Management Journal的第14任主编。

此次徐教授来复旦，将为我们的青年教师以及研究生作一次有关研究方法的讲座。有关讲座内容请参见下文。

An important insight of the Social Network Theory is that actions and outcomes can be predicted by the positions occupied by individuals in a network of relationships. Social capital, as a metaphor, is the advantage individuals get from being in certain types of social networks. The structural holes theory (Burt, 1992), in particular, makes a strong case of how an individual who holds a “brokering” position, i.e., who connects two or more otherwise disconnected individuals, has more social capital than other individuals who do not. The network closure theory (Coleman, 1988), on the other hand, argues for the benefits of dense networks without structural holes.  An interesting observation of the literature on social network research is that all variants of the Social Network Theory have treated the network members as undifferentiated in both their personal characteristics and in their relationships to the focal individual. Further, only recently has there been attention to the moderating role of the context – the larger social institutional environment within which networks are embedded.  In contexts where particularistic relationships or ties (two or more individuals sharing a unique relationship) are important, network analysis would benefit from attention to the presence of particularistic ties in the network in addition to the network structure.  Further, different network structure (i.e., holes or closure) may be beneficial for career success in organizations that operate like a market (where independence and competition are emphasized) or organizations that operate like a clan (where cohesion, trust, reciprocity, and communal sharing are valued).  In this lecture, I shall report on two studies that investigated the career networks of managers and professional employees in China, a context known for its emphasis on relationships and variance in social institutional environments around different types of firms.  Study one involved 100 senior level managers and their informal networks. We compared the effects of particularistic ties and structural holes on these managers’ effectiveness reputation in the network.  We found the positive effects for two particularistic ties: that of teachers and communist party members.  We also found the effect of structural holes to be constrained for managers working in the non-state firms where cohesion and closeness are valued. The disadvantage of structural holes or importance of network closure was further confirmed in study two, which involved 417 professional employees in four high technology companies that vary in their commitment practices.  In the clan-like high commitment organizations, structural holes were negatively related to the employee’s salary, bonus, and job satisfaction. This lecture will weave in discussions of contextualization when applying theories developed in different social cultural contexts. 

 

管理学院院办

管理学院科研管理办公室

2005.5.20