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Détail de l'auteur
Auteur Sinan Aral
Documents disponibles écrits par cet auteur
Affiner la rechercheCreating social contagion through viral product design / Sinan Aral in Management science, Vol. 57 N° 9 (Septembre 2011)
[article]
in Management science > Vol. 57 N° 9 (Septembre 2011) . - pp. 1623-1639
Titre : Creating social contagion through viral product design : A randomized trial of peer influence in networks Type de document : texte imprimé Auteurs : Sinan Aral, Auteur ; Dylan Walker, Auteur Année de publication : 2011 Article en page(s) : pp. 1623-1639 Note générale : Management Langues : Anglais (eng) Mots-clés : Peer influence Social contagion Social networks Viral marketing Viral product design Information systems Randomized experiment Index. décimale : 658 Organisation des entreprises. Techniques du commerce Résumé : contagion, we designed and conducted a randomized field experiment involving the 1.4 million friends of 9,687 experimental users on Facebook.com. We find that viral features generate econometrically identifiable peer influence and social contagion effects. More surprisingly, we find that passive-broadcast viral features generate a 246% increase in peer influence and social contagion, whereas adding active-personalized viral features generate only an additional 98% increase. Although active-personalized viral messages are more effective in encouraging adoption per message and are correlated with more user engagement and sustained product use, passive-broadcast messaging is used more often, generating more total peer adoption in the network. Our work provides a model for how randomized trials can identify peer influence in social networks. DEWEY : 658 ISSN : 0025-1909 En ligne : http://mansci.journal.informs.org/content/57/9.toc [article] Creating social contagion through viral product design : A randomized trial of peer influence in networks [texte imprimé] / Sinan Aral, Auteur ; Dylan Walker, Auteur . - 2011 . - pp. 1623-1639.
Management
Langues : Anglais (eng)
in Management science > Vol. 57 N° 9 (Septembre 2011) . - pp. 1623-1639
Mots-clés : Peer influence Social contagion Social networks Viral marketing Viral product design Information systems Randomized experiment Index. décimale : 658 Organisation des entreprises. Techniques du commerce Résumé : contagion, we designed and conducted a randomized field experiment involving the 1.4 million friends of 9,687 experimental users on Facebook.com. We find that viral features generate econometrically identifiable peer influence and social contagion effects. More surprisingly, we find that passive-broadcast viral features generate a 246% increase in peer influence and social contagion, whereas adding active-personalized viral features generate only an additional 98% increase. Although active-personalized viral messages are more effective in encouraging adoption per message and are correlated with more user engagement and sustained product use, passive-broadcast messaging is used more often, generating more total peer adoption in the network. Our work provides a model for how randomized trials can identify peer influence in social networks. DEWEY : 658 ISSN : 0025-1909 En ligne : http://mansci.journal.informs.org/content/57/9.toc
[article]
in Management science > Vol. 58 N° 5 (Mai 2012) . - pp. 913-931
Titre : Three-way complementarities : Performance pay, human resource analytics, and information technology Type de document : texte imprimé Auteurs : Sinan Aral, Auteur ; Erik Brynjolfsson, Auteur ; Lynn Wu, Auteur Année de publication : 2012 Article en page(s) : pp. 913-931 Note générale : Management Langues : Anglais (eng) Mots-clés : Incentive systems Information technology Performance pay Human resource analytics Complementarity Enterprise systems ERP Productivity Production function Principal–agent model Résumé : We test for three-way complementarities among information technology (IT), performance pay, and human resource (HR) analytics practices. We develop a principal–agent model examining how these practices work together as an incentive system that produces a larger productivity premium when the practices are implemented in concert rather than separately. We assess our model by combining fine-grained data on human capital management (HCM) software adoption over 11 years with detailed survey data on incentive systems and HR analytics practices for 189 firms. We find that the adoption of HCM software is greatest in firms that have also adopted performance pay and HR analytics practices. Furthermore, HCM adoption is associated with a large productivity premium when it is implemented as a system of organizational incentives, but has less benefit when adopted in isolation. The system of three-way complements produces disproportionately greater benefits than pairwise interactions, highlighting the importance of including all three complements. Productivity increases significantly when the HCM systems “go live” but not when they are purchased, which can be years earlier. This helps rule out reverse causality as an explanation for our findings. DEWEY : 658 ISSN : 0025-1909 En ligne : http://mansci.journal.informs.org/content/58/5/913.abstract [article] Three-way complementarities : Performance pay, human resource analytics, and information technology [texte imprimé] / Sinan Aral, Auteur ; Erik Brynjolfsson, Auteur ; Lynn Wu, Auteur . - 2012 . - pp. 913-931.
Management
Langues : Anglais (eng)
in Management science > Vol. 58 N° 5 (Mai 2012) . - pp. 913-931
Mots-clés : Incentive systems Information technology Performance pay Human resource analytics Complementarity Enterprise systems ERP Productivity Production function Principal–agent model Résumé : We test for three-way complementarities among information technology (IT), performance pay, and human resource (HR) analytics practices. We develop a principal–agent model examining how these practices work together as an incentive system that produces a larger productivity premium when the practices are implemented in concert rather than separately. We assess our model by combining fine-grained data on human capital management (HCM) software adoption over 11 years with detailed survey data on incentive systems and HR analytics practices for 189 firms. We find that the adoption of HCM software is greatest in firms that have also adopted performance pay and HR analytics practices. Furthermore, HCM adoption is associated with a large productivity premium when it is implemented as a system of organizational incentives, but has less benefit when adopted in isolation. The system of three-way complements produces disproportionately greater benefits than pairwise interactions, highlighting the importance of including all three complements. Productivity increases significantly when the HCM systems “go live” but not when they are purchased, which can be years earlier. This helps rule out reverse causality as an explanation for our findings. DEWEY : 658 ISSN : 0025-1909 En ligne : http://mansci.journal.informs.org/content/58/5/913.abstract