Marineau, JE. (2016). Trust and Distrust Network Accuracy and Career Advancement in an Organization. Group & Organization Management, forthcoming DOI: 10.1177/1059601115627529
Although there is some evidence individuals’ knowledge of the organization’s social network can be a valuable resource, providing advantages, it is unclear whether those advantages also relate to employee performance outcomes, such as career advancement. Thus, the question this study seeks to answer is “Does accuracy of the social network provide a unique resource unto itself, positively affecting one’s promotion in the organization?” This question is answered from a social exchange and social resources view using cognitive social structure-style data collected in the call center of a large U.S. restaurant equipment manufacturing firm. Evidence suggests that social network accuracy of the work-related trust and distrust networks increased the chances for promotion compared with the less accurate. In addition, trust and distrust network accuracy moderated supervisor-rated performance effects on promotion, such that accuracy is generally more beneficial for low compared with high performance individuals, increasing their chances of promotion. Contributions to research in career advancement, social networks, network cognition, and positive and negative tie perception are discussed.
trust, distrust, social networks, social exchange, promotion
This is another great way to introduce the idea of organization culture, particularly as it relates to teams and team work.
“I wish I had ten Terry Tates…”
Marineau, J.E., Labianca, G., & Kane, G. (2016). Direct and indirect negative ties and individual performance. Social Networks, 44: 238-252.
We argue and find that negative ties are not always liabilities to workplace performance. Instead, negativeties can be beneficial depending on how socially distant they are from the person (i.e., whether they aredirect or indirect negative ties), and how those ties are embedded with other ties. Results from a fieldstudy at a large life sciences company show that an employee’s number of direct negative ties is related topoorer performance, as rated by that individual’s supervisor. However, indirect negative ties can either bebeneficial or liabilities to performance, depending on whether they are embedded in “open” or “closed”triadic structures.