Facilitating talk about new ideas: The role of personal relationships in organizational innovation

This research focuses on the relational and network conditions conducive to talk about new ideas. Although talk about new ideas does not guarantee implementation, it is a necessary and essential element in the overall innovation process. This paper includes two studies grounded in a perspective informed by politeness theory and the fundamental concern individuals have for the maintenance of personal face. The studies highlight the importance of relationships characterized by high content and role multiplexity, the relational attributions underlying the ties in which this type of talk occurs, and more. Discussion of the implications of these findings as well as directions for future research are also included.

[1]  Rachel L. Rassen,et al.  Factors Contributing to Large-Scale Instructional Development , 1980 .

[2]  Everett M. Rogers,et al.  Communication Networks: Toward a New Paradigm for Research , 1980 .

[3]  G. Miller,et al.  Between people: A new analysis of interpersonal communication , 1975 .

[4]  R. Kanter The change masters : innovation and entrepreneurship in the American corporation , 1984 .

[5]  Peter R. Monge,et al.  Communicating and organizing , 1976 .

[6]  E. Lawler,et al.  Quality circles after the fad. , 1985, Harvard business review.

[7]  J. Lincoln,et al.  Work and Friendship Ties in Organizations: A Comparative Analysis of Relational Networks , 1979 .

[8]  Tracy Kidder,et al.  Soul of a New Machine , 1981 .

[9]  Richard V. Farace,et al.  Criteria for Evaluation of Organizational Communication Effectiveness: Review and Synthesis , 1978 .

[10]  J. D. Johnson,et al.  Communication and Innovation Implementation , 1984 .

[11]  Perry Pascarella 19 – QUALITY CIRCLES: JUST ANOTHER MANAGEMENT HEADACHE? , 1985 .

[12]  Terrance L. Albrecht,et al.  Relational and Content Differences Between Elites and Outsiders in Innovation Networks , 1991 .

[13]  G. Miller,et al.  Handbook of Interpersonal Communication , 1985 .

[14]  Michael Argyle,et al.  The anatomy of relationships and the rules and skills needed to manage them successfully , 1985 .

[15]  P. Brown,et al.  Universals in language usage: Politeness phenomena , 1978 .

[16]  Fredric M. Jablin Superior–subordinate communication: The state of the art. , 1979 .

[17]  R. Janson,et al.  Total Involvement as a Productivity Strategy , 1981 .

[18]  Peter R. Monge,et al.  Emergent communication networks. , 1987 .

[19]  R. Kanter The middle manager as innovator. , 1982, Harvard business review.

[20]  Mark H. McCormack What They Don't Teach You at Harvard Business School , 1984 .

[21]  Betsy Wackernagel Bach,et al.  The effect of multiplex relationships upon innovation adoption: A reconsideration of Rogers' model , 1989 .

[22]  Terrance Lalbrecht Communication and Personal Control in Empowering Organizations , 1988 .

[23]  E. Rogers Diffusion of Innovations , 1962 .

[24]  Tamar Katriel,et al.  Talking Straight: Dugri Speech in Israeli Sabra Culture , 1986 .

[25]  C. Fombrun,et al.  Social Network Analysis For Organizations , 1979 .

[26]  Ronald E. Rice,et al.  The NEGOPY network analysis program , 1981 .

[27]  T. Albrecht,et al.  Communicating about innovation in networks of three U.S. organizations. , 1984 .

[28]  Mark S. Granovetter The Strength of Weak Ties , 1973, American Journal of Sociology.

[29]  Mark S. Granovetter T H E S T R E N G T H O F WEAK TIES: A NETWORK THEORY REVISITED , 1983 .

[30]  Richard J. Butler,et al.  Innovations in Organizations: Appropriateness of Perspectives From Small Group Studies for Strategy Formulation , 1981 .

[31]  Peter R. Monge,et al.  SOCIAL INFORMATION AND EMPLOYEE ANXIETY ABOUT ORGANIZATIONAL CHANGE , 1985 .