Please register for the CV & Online Identity Workshop below.

In this session I will provide an overview of my research that examines how firms, teams, and individuals learn, adapt, and organize to manage processes, supplies, technology, and innovation, and the associated performance implications. Several of these studies focus on networks. In my studies I have considered aspects such as supply network topologies and their robustness to disruption, the emergence and proliferation of environmental innovations in supply networks, structural embeddedness and the influence of contextual changes and sanctions in supply network, the impact of control and complexity on supply network performance, performance implication of the network formed by communication instances among surgical teams, collaborative dynamics among project team members in open source software development, and consideration of supply network and associated innovation network (i.e., patent citation network among supply network partners) as a multi-layer network.

I will delve a bit deeper into one of the studies. As the world becomes increasingly reliant on open-source software (OSS) development platforms, collaborative communication networks are becoming more complex, resulting in non-trivial effects on project performance. This study examines the impact of communication network characteristics on project performance, measured in terms of the number of issues closed within OSS projects. Additionally, this research examines how this project outcome is affected by project managers' active participation in these communication networks. Using a panel dataset of 1599 projects spanning 104 weeks, with a total of 120,243 observations, we find that the density of communication network has an inverted U-shaped relationship with project performance, that is, as the density of the communication network formed by team member interactions increases, project performance initially increases but then starts to decrease. Meanwhile, a project manager's participation in the communication network has no direct positive impact on project performance, but it flattens the inverted U-shaped relationship, that is, it reduces the rate of decrease in project performance after the density of the communication network formed by project team members crosses the inflection point. These results provide valuable insights into the dynamics of communication networks in OSS projects and can help develop strategies for improving project performance.  

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