CURRICULUM VITAE February 2006
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Dynamic Social Network Analysis: Present Roots and Future Fruits
Dynamic Social Network Analysis: Present Roots and Future Fruits Ms. Nancy K Hayden Project Leader Defense Threat Reduction Agency Advanced Systems and Concepts Office Stephen P. Borgatti, Ronald L. Breiger, Peter Brooks, George B. Davis, David S. Dornisch, Jeffrey Johnson, Mark Mizruchi, Elizabeth Warner July 2009 DEFENSE THREAT REDUCTION AGENCY •ADVANCED SYSTEMS AND CONCEPTS OFFICE REPORT NUMBER ASCO 2009 009 The mission of the Defense Threat Reduction Agency (DTRA) is to safeguard America and its allies from weapons of mass destruction (chemical, biological, radiological, nuclear, and high explosives) by providing capabilities to reduce, eliminate, and counter the threat, and mitigate its effects. The Advanced Systems and Concepts Office (ASCO) supports this mission by providing long-term rolling horizon perspectives to help DTRA leadership identify, plan, and persuasively communicate what is needed in the near term to achieve the longer-term goals inherent in the agency’s mission. ASCO also emphasizes the identification, integration, and further development of leading strategic thinking and analysis on the most intractable problems related to combating weapons of mass destruction. For further information on this project, or on ASCO’s broader research program, please contact: Defense Threat Reduction Agency Advanced Systems and Concepts Office 8725 John J. Kingman Road Ft. Belvoir, VA 22060-6201 [email protected] Or, visit our website: http://www.dtra.mil/asco/ascoweb/index.htm Dynamic Social Network Analysis: Present Roots and Future Fruits Ms. Nancy K. Hayden Project Leader Defense Threat Reduction Agency Advanced Systems and Concepts Office and Stephen P. Borgatti, Ronald L. Breiger, Peter Brooks, George B. Davis, David S. -
The Palgrave Encyclopedia of Strategic Management Mie Augier • David J
The Palgrave Encyclopedia of Strategic Management Mie Augier • David J. Teece Editors The Palgrave Encyclopedia of Strategic Management With 76 Figures and 26 Tables Editors Mie Augier David J. Teece GSBPP, Naval Postgraduate School Berkeley Research Group, LLC Monterey, CA, USA Emeryville, CA, USA Haas School of Business University of California, Berkeley Berkeley, CA, USA ISBN 978-0-230-53721-7 ISBN 978-1-137-00772-8 (eBook) ISBN 978-1-349-57692-0 (print and electronic bundle) https://doi.org/10.1057/978-1-137-00772-8 Library of Congress Control Number: 2018932040 # Macmillan Publishers Ltd., part of Springer Nature 2018 This work is subject to copyright. All rights are solely and exclusively licensed by the Publisher, whether the whole or part of the material is concerned, specifically the rights of translation, reprinting, reuse of illustrations, recitation, broadcasting, reproduction on microfilms or in any other physical way, and transmission or information storage and retrieval, electronic adaptation, computer software, or by similar or dissimilar methodology now known or hereafter developed. The use of general descriptive names, registered names, trademarks, service marks, etc. in this publication does not imply, even in the absence of a specific statement, that such names are exempt from the relevant protective laws and regulations and therefore free for general use. The publisher, the authors and the editors are safe to assume that the advice and information in this book are believed to be true and accurate at the date of publication. Neither the publisher nor the authors or the editors give a warranty, express or implied, with respect to the material contained herein or for any errors or omissions that may have been made.The publisher remains neutral with regard to jurisdictional claims in published maps and institutional affiliations Printed on acid-free paper This Palgrave Macmillan imprint is published by the registered company Macmillan Publishers Ltd. -
Curriculum Vitae YANJIE BIAN (Updated January 2015)
Curriculum Vitae YANJIE BIAN (Updated January 2015) U.S. CONTACT INFORMATION Department of Sociology, University of Minnesota, 267 19th Ave South, Minneapolis, MN 55455. Tel: (612) 624-9554; Fax: (612) 624-7020 Email: [email protected] CHINA CONTACT INFORMATION School of Humanities and Social Science, Xi’an Jiaotong University, 28 West Xian Ning Road, Xi’an, Shaanxi Province, China. Tel: (86-29) 8266-9178/Fax: (86-29) 8266-8281 Email: [email protected] EDUCATION 1990 Ph.D. in sociology, State University of New York at Albany. Thesis: “Work-Unit Structure and Status Attainment: A Study of Work-Unit Status in Urban China,” Advisor: Professor Nan Lin 1984 M.A. in sociology, Nankai University, China. Thesis: “Single-Child Family and Its Socioeconomic Implications,” Advisor: Professor Zelin Wu 1982 B.A. in philosophy, Nankai University, China EMPLOYMENT University of Minnesota, Department of Sociology 2006- Professor of Sociology On sabbatical leave (2009-2010) & unpaid leave (fall 2012) 1991-2000 Assistant (1991-97) and Associate (1997-2000) Professor of Sociology Director of Graduate Studies in Sociology (1999-2000) Joint Faculty of East Asian Studies (1991-present) On sabbatical (1997-98) and unpaid (1998-99) leave at HKUST Xi’an Jiaotong University, China (a summer appointment) 2009- Dean and Professor, School of Humanities and Social Science 2009- Founding Director, Institute for Empirical Social Science Research (IESSR) Hong Kong University of Science and Technology (HKUST), Division of Social Science 1997-2006 Associate Professor -
SF 83.4 Bian.Indd
Occupation, Class, and Social Networks in Urban China* yanjie bian, Hong Kong University of Science and Technology ronald breiger, University of Arizona deborah davis, Yale University joseph galaskiewicz, University of Arizona Abstract China’s class structure is changing dramatically in the wake of post-1978 market- oriented economic reforms. The creation of a mixed “market-socialist” economy has eroded the institutional bases of a cadre-dominated social hierarchy and created conditions for a new pattern of social stratification. Although conditions remain dynamic, results of a 1998 urban survey that measured strength and diversity of social ties among 400 households in four of China’s largest cities documented networks of social exchange among 13 occupation-based classes that identify a class structure distinct from the cadre-dominated social hierarchy of the Mao era. In particular, analysis of visiting during the Lunar New Year celebration suggests an urban society simultaneously divided along two axes: one by economic success in the more privatized economy and one by distinctions in political authority at the workplace. Thus contrary to those who privilege market transactions as the primary engine for creating a new class hierarchy, we conclude that to understand processes of social stratification one needs theories and methods that work simultaneously with multiple dynamics of class differentiation rather than presuming linear hierarchy. * Earlier versions of this article were presented at the Sunbelt International Conference on Social Network Analysis, Cancun, Mexico, February 12–16, 2003; the annual meetings of the American Sociological Association, Atlanta, August 15–19, 2003; and the conference “Current Situations in China,” in celebration of the 50th anniversary of the Universities Service Center, Chinese University of Hong Kong, January 5–7, 2004. -
People Capability Maturity Model (P-CMM) Version 2.0, Second Edition
People Capability Maturity Model (P-CMM) Version 2.0, Second Edition Bill Curtis Bill Hefley Sally Miller July 2009 TECHNICAL REPORT CMU/SEI-2009-TR-003 ESC-TR-2009-003 Software Engineering Process Management Unlimited distribution subject to the copyright. http://www.sei.cmu.edu This report was prepared for the SEI Administrative Agent ESC/XPK 5 Eglin Street Hanscom AFB, MA 01731-2100 The ideas and findings in this report should not be construed as an official DoD position. It is published in the interest of scientific and technical information exchange. This work is sponsored by the U.S. Department of Defense. The Software Engineering Institute is a federally funded research and development center sponsored by the U.S. Department of Defense. Copyright 2009 Carnegie Mellon University. NO WARRANTY THIS CARNEGIE MELLON UNIVERSITY AND SOFTWARE ENGINEERING INSTITUTE MATERIAL IS FURNISHED ON AN "AS-IS" BASIS. CARNEGIE MELLON UNIVERSITY MAKES NO WARRANTIES OF ANY KIND, EITHER EXPRESSED OR IMPLIED, AS TO ANY MATTER INCLUDING, BUT NOT LIMITED TO, WARRANTY OF FITNESS FOR PURPOSE OR MERCHANTABILITY, EXCLUSIVITY, OR RESULTS OBTAINED FROM USE OF THE MATERIAL. CARNEGIE MELLON UNIVERSITY DOES NOT MAKE ANY WARRANTY OF ANY KIND WITH RESPECT TO FREEDOM FROM PATENT, TRADEMARK, OR COPYRIGHT INFRINGEMENT. Use of any trademarks in this report is not intended in any way to infringe on the rights of the trademark holder. Internal use. Permission to reproduce this document and to prepare derivative works from this document for internal use is granted, provided the copyright and "No Warranty" statements are included with all reproductions and derivative works. -
1 Using Organizational Science Research to Address U.S. Federal
Using Organizational Science Research to Address U.S. Federal Agencies’ Management and Labor Needs * Herman Aguinis Carrie Leana George Washington University University of Pittsburgh Gerald F. Davis Thomas W. Lee University of Michigan University of Washington James R. Detert Elizabeth Morrison University of Virginia New York University Mary Ann Glynn Jone Pearce Boston College University of California, Irvine Susan E. Jackson Jeffrey Pfeffer Rutgers University Stanford University Tom Kochan Denise Rousseau Massachusetts Institute of Technology Carnegie Mellon University Ellen Ernst Kossek Kathleen M. Sutcliffe Purdue University Johns Hopkins University Forthcoming in Behavioral Science Policy Journal * Authorship order is alphabetical. Corresponding author’s e-mail address: [email protected]. We thank Sara Rynes-Weller, Sim Sitkin, and Dave Nussbaum for highly constructive and useful comments on previous drafts. 1 Using Organizational Science Research to Address U.S. Federal Agencies’ Management and Labor Needs Summary We describe important and common management and labor needs across more than 80 federal agencies as identified by the annual Federal Employee Viewpoint Survey (FEVS) and offer evidence-based interventions for addressing them based on organizational science research. Our recommendations have the synergistic goals of improving employee wellbeing, employee productivity, and agency performance and innovation, which will result in increased agency efficiency and effectiveness for the taxpayer. Specifically, we describe empirical findings and offer suggestions for interventions to improve (a) employee motivation through engagement, empowerment, and embeddedness; (b) employee voice; and (c) within- and across-unit cooperation, communication, and collaboration. We offer recommendations that are sufficiently general to be relevant to many agencies, while also being concrete and actionable. -
Taking Stock of Networks and Organizations: a Multilevel Perspective
Academy of Management Journal 2004, Vol. 47, No. 6, 795–817. TAKING STOCK OF NETWORKS AND ORGANIZATIONS: A MULTILEVEL PERSPECTIVE DANIEL J. BRASS University of Kentucky JOSEPH GALASKIEWICZ University of Arizona HENRICH R. GREVE Norwegian School of Management BI WENPIN TSAI Pennsylvania State University The central argument of network research is that actors are embedded in networks of interconnected social relationships that offer opportunities for and constraints on behavior. We review research on the antecedents and consequences of networks at the interpersonal, interunit, and interorganizational levels of analysis, evaluate recent theoretical and empirical trends, and give directions for future research, highlighting the importance of investigating cross-level network phenomena. A quarter century of social network research in nected relationships that provide opportunities for management journals has resulted in the accumu- and constraints on behavior. This perspective dif- lation of many findings in recent years (see, for fers from traditional perspectives in organizational example, Borgatti and Foster [2003] for a recent studies that examine individual actors in isolation. review). Network studies have appeared regularly The difference is the focus on relations rather than in management journals, contributing to the inves- attributes, on structured patterns of interaction tigation of a wide range of organizational topics rather than isolated individual actors. It is the in- across different levels of analysis (for a discussion tersection of relationships that defines an individ- of the concepts, techniques and measures in net- ual’s centrality in a group, a group’s role in an work analysis, see, for example, Wasserman and organization (White, Boorman, & Breiger, 1976), or Faust [1994]). -
Using Organizational Science Research to Address U.S. Federal Agencies’ Management and Labor Needs *
IN PRESS: Behavioral Science Policy Using Organizational Science Research to Address U.S. Federal Agencies’ Management and Labor Needs * Herman Aguinis George Washington University Gerald F. Davis University of Michigan James R. Detert University of Virginia Mary Ann Glynn Boston College Susan E. Jackson Rutgers University Tom Kochan Massachusetts Institute of Technology Ellen Ernst Kossek Purdue University Carrie Leana University of Pittsburgh Thomas W. Lee University of Washington Elizabeth Morrison New York University Jone Pearce University of California, Irvine Jeffrey Pfeffer Stanford University Denise Rousseau Carnegie Mellon University Kathleen M. Sutcliffe Johns Hopkins University * Authorship order is alphabetical. Corresponding author’s e-mail address: [email protected]. We thank Sara Rynes-Weller, Sim Sitkin, and Dave Nussbaum for highly constructive and useful 1 comments on previous drafts. 2 Using Organizational Science Research to Address U.S. Federal Agencies’ Management and Labor Needs Summary We describe important and common management and labor needs across more than 80 federal agencies as identified by the annual Federal Employee Viewpoint Survey (FEVS) and offer evidence-based interventions for addressing them based on organizational science research. Our recommendations have the synergistic goals of improving employee wellbeing, employee productivity, and agency performance and innovation, which will result in increased agency efficiency and effectiveness for the taxpayer. Specifically, we describe empirical findings and offer suggestions for interventions to improve (a) employee motivation through engagement, empowerment, and embeddedness; (b) employee voice; and (c) within- and across-unit cooperation, communication, and collaboration. We offer recommendations that are sufficiently general to be relevant to many agencies, while also being concrete and actionable. -
Stanley Wasserman
CURRICULUM VITAE January 2007 Stanley Wasserman Indiana University 3260 Ramble Road East Department of Statistics Bloomington, Indiana 47408 1022 East Third Street 225 North New Jersey #48 Bloomington, Indiana 47405 Indianapolis, Indiana 46204 Visible Path Corporation [email protected] 950 Tower Road Suite 1950 [email protected] Foster City, California 94404 http://www.stat.indiana.edu/ PERSONAL DATA Birthdate: 29 August 1951 Birthplace: Louisville, Kentucky Country of Citizenship: U.S.A. Phone Numbers: (812) 855-stat; fax: (812) 856-5713 EDUCATION University of Pennsylvania, 1969-1973 Degrees: Bachelor of Science, in Economics, 1973 (Graduation cum laude, with distinction.) Master of Arts, in Business & Applied Economics, 1973 Harvard University, 1973-1977 Degrees: Master of Arts, in Statistics, 1974 Doctor of Philosophy, in Statistics, 1977 Thesis title: Stochastic Models for Directed Graphs Advisor: Frederick Mosteller CURRENT EMPLOYMENT 2003-present Chief Scientist Visible Path Corporation New York City 2004-present Rudy Professor of Statistics, Sociology, and Psychology Professor of Cognitive Science Department of Statistics Department of Sociology Department of Psychological and Brain Sciences Schuessler Institute of Social Research Indiana University Bloomington, Indiana 1 PREVIOUS EMPLOYMENT 1974-1975 Research Assistant and System Consultant in Statistics Computer Research Center for Economics and Management Science National Bureau of Economics Research 1976 Instructor Department of Psychology and Social Relations -
1 Prototyping: Weaving Together Conceptual, Empirical, And
Prototyping: Weaving Together Conceptual, Empirical, and Applied Perspectives A Proposal to the Design Thinking Research Program Principal Investigator: Professor Robert I. Sutton Department of Management Science & Engineering Stanford University [email protected] Co-Investigator: Debra L. Dunn Consulting Associate Professor Hasso Plattner Institute of Design at Stanford [email protected] Stanford University Co-Investigator: Jeffrey Pfeffer Thomas D. Dee II Professor of Organizational Behavior Graduate School of Business Stanford University [email protected] July, 2008 1 Abstract This proposed stream of research will focus on developing a conceptual perspective on prototyping, which is intended to be both empirically grounded and practical. This stream of research will begin with efforts by Scott Klemmer, Jeffrey, Pfeffer, and Robert Sutton to develop a working framework that specifies the process and effects of rapid prototyping; this framework will be grounded in diverse theory and research from the behavioral sciences and engineering. The ideas from this framework will be further developed, tested, and revised on the basis of quantitative and qualitative evidence generated through a year-long d.school “lab” or “learning community” of 8 to 12 organizations that will focus on prototyping potentially better ways of designing and using employee performance evaluations. This set of pilot studies and experiments will focus on using a “bottoms-up” and human-centered approach to reinventing performance evaluation systems and experiences. Debra Dunn, Jeffrey Pfeffer, and Robert Sutton will take the primary leadership roles in developing, guiding, and evaluating the prototypes designed and implemented by this learning community. Finally, we will use our work on this conceptual framework, evidence from the learning community, and input from design classes and faculty (at both Stanford and Potsdam) to generate and continuously refine a set of practical and valid guidelines for people and organizations that adopt prototyping mindsets and methods. -
Sociology 527 Joseph Galaskiewicz Spring, 2012 Social Science 434 Social Science 415 520-621-7084 Wednesday, 3:30-6:00 PM [email protected]
Sociology 527 Joseph Galaskiewicz Spring, 2012 Social Science 434 Social Science 415 520-621-7084 Wednesday, 3:30-6:00 PM [email protected] SOCIAL NETWORK ANALYSIS Introduction: The purpose of this course is to give graduate students in the social and behavioral sciences a better understanding of how social network analysis has been used to study a variety of social processes. More specifically, we want to identify the key network concepts that have been used by social and behavioral scientists, describe the ways in which they've been operationalized in empirical research, evaluate their contribution to the understanding of substantive problems in sociology and administrative science in particular, and critique their use. This course cannot cover all the work that has been done in the social and behavioral sciences in the network tradition. The literature is too massive. Nonetheless, the course will be useful for those who wish to learn more about social network analysis and some of its applications. Soc 527 (this course) and Soc 526 (Research Methods in Social Network Analysis) are often offered in alternate years. Students may, if they want, take both courses for credit, in either order. Soc 526 concerns qualitative and quantitative methods for researching social networks. Soc 527 touches upon methods but focuses more on substantive problems in the social and behavioral sciences where networks analysis has made some contribution. Format: For the first twelve weeks the format for the seminar is straightforward. Students are expected to do all the readings beforehand. The instructor will give some background on the topics and some of his own opinions on the readings. -
View Website, Bloomberg Business Week Online, Inc., Time, and for the “On Leadership” Section of the Washington Post
Jeffrey Pfeffer Author, Professor, and Organizational Behavior Guru Jeffrey Pfeffer is the Thomas D. Dee II Professor of Organizational Behavior at the Graduate School of Business, Stanford University where he has taught since 1979. He is the author or co-author of 14 books including: The Human Equation: Building Profits by Putting People First; Power: Why Some People Have It—and Others Don’t; The Knowing-Doing Gap: How Smart Companies Turn Knowledge Into Action; Hard Facts, Dangerous Half-Truths, and Total Nonsense: Profiting from Evidence-Based Management; And more than 150 articles and book chapters. Pfeffer’s latest book, entitled Leadership B.S.: Fixing Workplaces and Careers One Truth at a Time, was published in September, 2015, by HarperBusiness. Dr. Pfeffer received his B.S. and M.S. degrees from Carnegie-Mellon University and his Ph.D. from Stanford. He began his career at the business school at the University of Illinois and then taught at the University of California, Berkeley. Pfeffer has been a visiting professor at the Harvard Business School, Singapore Management University, London Business School, Copenhagen Business School, and for the past 10 years a visitor at IESE in Barcelona. Pfeffer currently writes a semi-monthly column for Fortune (Fortune.com). From 2003-2007, Pfeffer wrote a monthly column, “The Human Factor,” for the 600,000-person circulation business magazine, Business 2.0 and from 2007-2010, he wrote a monthly column providing career advice for Capital, a leading business and economics magazine in Turkey. Pfeffer also has been a regular blogger for the Corner Office section of BNET (CBS Interactive), and for the Harvard Business Review website, Bloomberg Business Week online, Inc., Time, and for the “On Leadership” section of The Washington Post.