Uncovering the power of informal networks

Abstract

This paper explores the relationship between social networks and change management in organisations with egocentric network properties, namely structure, position, and tie.   It contributes a theoretical development network-based model for understanding such relationships and demonstrates how data from a survey tool can be used to demonstrate these relationships. The study offers insights into patterns of interaction within organisations and between network members in organisations, demonstrating that social network analysis alone cannot capture the diversity of structural elements within egocentric network properties.