Daniela Iubatti is a PhD candidate in the Strategic Management department. Her research investigates the role of social networks in determining individual success. In particular, she examines how social networks enhance individual innovation performances by looking at how their positions in the intra-organizational networks enable them to achieve their innovation goals. She presented her work in conferences such as the Academy of Management, Strategic Management Society and she has attendend several workshops on Strategic Management and Social Network Analysis.
Daniela has a master degree in Business and Administration. Her master thesis was published as a journal article in Research Policy.
– Iubatti, D., F. Masciarelli & A. Simboli, 2010. Inter-Organizational Design: Exploring
The Relationship Between Formal Architecture And ICT Investments, in Evolving
Towards the Internetworked Enterprise, Ed. Giuseppina Passiante. Springer publisher.
– Ceci, F., D. Iubatti & A. Simboli, 2010. Communication Flows In A SME Network: The
C.I.S.I Consortium Case, in Evolving Towards the Internetworked Enterprise, Ed.
Giuseppina Passiante. Springer publisher.
– Ceci F. & D. Iubatti, 2012. Personal Relationships And Innovation Diffusion In SME
Networks: A Content Analysis Approach. Research Policy, Vol.41, Issue 3, pp. 565-579.
– Daniela Iubatti, Massimo Maoret, Marco Tortoriello, “Big fish, big pond? The effect of core/periphery positions in intra-organizational formal and informal social structure on individual innovation productivity”. Under revision in Organization Science.
We analyze the impact of simultaneous core/periphery positions on knowledge workers’ innovation productivity in both the informal intra-organizational knowledge-sharing network and formal organizational sub-units. After analyzing primary data from an R&D unit of a large, multinational high-tech company composed of 276 R&D scientists and engineers distributed across 16 research labs, we find that scientists at the core of the informal network who simultaneously belong to a core organizational subunit have higher innovation productivity. However, this effect is negatively moderated by the scientists’ distribution of knowledge ties outside vs. within the core of the knowledge-sharing network.
– Daniela Iubatti, Massimo Maoret, Marco Tortoriello, “Differentiating The Network
Effects: A Two-Stage Model Of Employees’ Innovativeness”. Working paper.
In this study we propose a two-stage model of employees’ inovativeness, in which each stage constitute the minimal condition for the other and is based on distinct network mechanisms. After analyzing primary network data on 253 engineers working in three units of a multiunit and multinational company operating in the semiconductor industry, we find that in the first stage – labeled access to innovation – brokers and central employees, who connect with other central employees, are more likely to pursue their innovation goals than others. Contingent on the first stage, in the second stage of our model that we call innovation productivity, embeddedness and knowledge brokerage enable employees to achieve greater innovation performances.
– Paolo Aversa, Daniela Iubatti, Gianni Lorenzoni, “The Imbrication Between Machinery,
Space, Time And Human Agents: A Sociomateriality Exploration In Motorsport
Manufacturing”. Working paper.
In this study, we analyze various evidence collected in the motorsport industry (an empirical setting where firms experiment with a broad range of manufacturing technologies), to explore how the use of flexible machineries in manufacturing projects affect the development of organizational practices, focusing on changes in (i) space, (ii) time and (iii) knowledge workers. After introducing the theoretical background of this research, we present our method and empirical setting. The results of our study show that machines associated with different degrees of operational flexibility have a different entanglement with the way agents organize their time, space, and they types of agents directly involved in the activities.
Daniela IubattiPhD Candidate
Profs. Marco Tortoriello & Massimo Maoret
MS in Business and Administration (University “G. d’Annunzio” of Pescara)
Network Theory and Social Network Analysis; Management of Innovation.