Networking for trust in tribal organisations

Abstract

Networking can be thought of either as a technical process, for which methods for successful operation are relatively straightforward, or conversely as an entirely non-technical process, involving higher-level interpersonal, social and organisational interactions, and this aspect also has a distinct literature. However, beyond the level of basic networking 'etiquette', there is less advice about behaviour in the overlap of both kinds of networking, where the former is used as a medium for the latter. Some suggestions for networked networking are explored, also noting that such activity can be seen as intersecting with some key contemporary management and organisational issues, such as the management of change, project teams and manage ment teams, and quality techniques which involve sharing information across conventional organisational boundaries. Some national cultural traits suggested to create disadvan tage in team success may be alleviated by complementary electronic networking.

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