The rich research on social networks provides many helpful structural prescriptions for designing networks: include diverse (but not too diverse) members with complementary skills, and balance brokerage and closure. My own research of philanthropic foundations’ efforts at designing professional networks among non-profit managers reveals should not only focus on shaping network structure (who should be connected? whatstructure do you want for the network as a whole?) but also on shaping network culture (how should network members relate and interact?).

Why is culture important for network design? Ultimately, networks are about relationships. When I meet someone for the first time – let’s call him Luigi – I develop a specific way of interacting with him. If I have close mutual friends with Luigi, I may be open and candid in our first conversion. If I know that Luigi is very highly regarded and very influential in my organization, I may show deference to his high status. And if our first encounter is at a black-tie charity fundraiser (rather than an informal gathering of colleagues in a bar) I may behave more formally towards Luigi and refrain from telling him that fantastic bawdy joke I heard last night.

The point is: when making a new acquaintance, we look for signals for how to behave appropriately in this new relationship. Clearly, we try to read signals that come directly from our new contact (what does Luigi value? candor or deference?). But we also search for signals in our environment (how do other people we knownormally behave towards Luigi? what are the norms for appropriate behavior at a particular event?). Network designers who focus on network culture, who foster specific values and norms, can shape these environmental signals, and thus shape how people interact and relate to each other in the network.

One of the philanthropic foundations that I studied took a very disciplined and structured approach to network design, and conveyed a network culture based on clear goals and performance expectations for network members. This encouraged network members to focus on critical tasks, but discouraged them from freely communicating with each other to develop new ideas, and lowered their initiative for developing network relationships. Another foundation took the opposite approach – from the start they invited network members to develop ideas for joint projects, to participate in network governance, etc. The participative culture invited members to reach out to each other and cultivate close relationships that allowed them to share experiences and plans for the future. It also encouraged them to initiate and collaborate on new projects.

In short, as you think about designing a professional network within your organization or across multiple organizations keep two things in mind: 1) think about what kinds of relationships are most suitable for your goals, and 2) develop communication, events, and experiences that foster the cultural values and norms that support these types of relationships in the network.

by Franz Wohlgezogen, Dept.of Management and Technology, Bocconi He is currently teaching to PGPB Students in Mumbai