When leveraging online influence, the identity of your audience should dictate how you engage with them.
Martin Gargiulo (Italy/Uruguay) is a Professor of Entrepreneurship at INSEAD. He earned his PhD from the Department of Sociology at Columbia University in the City of New York and holds a bachelor’s degree in Cultural Anthropology from Uruguay's national university.
Prof Gargiulo has taught MBA and executive audiences in Asia, the Middle East, Europe, and Latin America. His teaching focuses on informal networks, leadership, influence without authority, and on the management of change in organizations. He also teaches an advanced PhD seminar on theory and methods of social network analysis. In executive education, he is particularly interested in the development of high-potential executives. He currently directs the High Impact Leadership Programme, and has designed and directed programmes targeted to high-potential managers for leading multinational firms.
Prof Gargiulo studies the formation of social networks and its effects on performance in business organizations. His research has appeared in leading academic journals such as American Journal of Sociology, Administrative Science Quarterly, Organization Science, and the Academy of Management Journal, as well as in several books and other academic journals. His most recent research studies the effect of knowledge exchange networks on performance among global investment bankers, as well as the dynamics of informal collaboration among software engineers. He also designed a widely used on-line assessment tool to measure the social capital of an executive’s informal network .
Prof Gargiulo has served as Department Chair (2006-2009) and Associate Dean for Executive Education (2009-2011), having being responsible for INSEAD’s executive education operations in Asia-Pacific during that period. He was also an elected member of the Executive Committee of the Organization and Management Theory division of the Academy of Management (2009-2012) and serves in the Editorial Board of Administrative Science Quarterly and Strategic Organization, two leading academic publication in organization and management theory.
Your performance is dependent on the type of network you have.
Formal and informal communication networks often corrupt rather than complement one another.
Manoeuvering into a position of power requires building relationships that could restrain you later if left unchecked.