Khoa Toán - Thống kê thông báo lịch seminar online buổi 3 năm 2020 như sau:
Thời gian: 14h00 chiều thứ Sáu ngày 19 tháng 6 năm 2020 ( giờ Việt Nam)
Hình thức : Google Meet (meet.google.com/kzp-ogsw-grg)
Người trình bày: ThS Trương Công Thanh Nghị (Khoa Kinh tế, UEH và EMST Berlin, Germany)
Chủ đề: What raises the social multiplier?
Link tải slides trình bày: https://drive.google.com/file/d/1_6oG8yD9ulPr_Wmr_FrtSPzwpH9ED7y1/view
Ý tưởng chính: What design-choice should a newly-appointed CEO choose to shape informal, networks among her employees, so that their performance is better than if they worked in isolation?
Ngôn ngữ: Tiếng Việt
Kính mời quý thầy/cô/anh/chị quan tâm tham dự.
Rất mong được đón tiếp.
Trần Thị Tuấn Anh
What design-choice should a newly-appointed CEO choose to shape informal networks among her employees, so that their performance is better than if they worked in isolation? What formal intervention, in other words, should she pursue to raise the social multiplier—that part of her organization’s productivity brought forward by social influence? To address this question, we propose an agent-based network model that contrasts two opposing design-choices: embedding and decoupling. Embedding is a formal intervention geared towards raising productivity by increasing peer monitoring and thus ratcheting up social pressure. Conversely, decoupling seeks to curtail social influence and thus reduce distraction. Our analyses reveal four main patterns. First, decoupling is preferable to embedding for an organization whose skill-level distribution is left-skewed and whose employees are more likely to self-enhance (by fixating on less-skilled colleagues) than to selfimprove (by eying those with more skill). Second, attempts to rewire informal networks are increasingly irrelevant under what Blau (1977) termed positive consolidation: when skill is concentrated more among self-improvers than among self-enhancers. Third, the mixture of embedding and negative consolidation can catalyze the emergence of two anomalous types of opinion leaders: corrupted role-models—unexpectedly poised to destroy an otherwise welldesigned organization; and inspiring underdogs—surprisingly capable of revitalizing an organization otherwise derailed by obsessive status seeking. Fourth, social multipliers are rapidly self-reinforcing, imposing pressure on social planners to act quickly. Our results cast new light on the emergence of attention networks and carry implications for research at the intersection of formal and informal structure.
Link tải slides trình bày