Collaborative Ties Within: Public Organizations and the Latent Capacity for Advice Network Formation

Bland, J. Travis; Williams, Adam M.

doi:10.1007/s11115-018-0415-9

Cited by 3 publications

(4 citation statements)

References 36 publications

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“…In the qualitative study performed by Cross (2001), the results of interviews indicated five informational benefits when one seeks advice from another: solutions to problems; meta-knowledge from an interaction that yields pointer to the individual with expertise or the location of relevant documents; problem reformulation by defining important dimensions of problem; validation of an individual's solution or plan; and legitimation as the ability to cite a respected source. These advice ties can be seen as social conduits for the circulation of information and knowledge freely (Bland & Williams 2019). Moreover, when an individual provides advice, (s)he is able to process complex problems raised by advice seekers and can absorb and process the information for producing diverse ideas and solutions as alternatives in another situation (Hu et al 2018).…”

Section: Friendship and Advice Networkmentioning

confidence: 99%

Formation of ties through action learning: A case from a multicultural entrepreneurship camp

Chan,

van der Lingen,

Chappin

2023

The Southern African Journal of Entrepreneurship and Small Busi

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Background: Entrepreneurship camps are an important platform for students to learn through action-based learning, problem-solving, knowledge and information sharing, which is enhanced through the development of social networks and their dynamics within the networks.Aim: The research aims to: (1) explore the formation and development of networks and structure in the network over time and (2) explore the association between predominant personality traits and network position measures and network locations in the networks.Setting: This study is conducted on a multicultural entrepreneurship camp involving 35 master’s students from three Norwegian and two South African universities, which took place for two weeks in South Africa. The objective of the entrepreneurship camp is to empower students through entrepreneurship by knowledge and action-based learning.Methods: This is a quantitative study using social network analysis (SNA) in a case study. Three rounds of questionnaires were distributed to capture the network data, individual learning and personality traits.Results: There is an increase in network density over time, and the students’ network positions have improved during the camp. The two predominant personality traits that positively relate to network position and cliques are extraversion and openness to experience.Conclusion: The case provides evidence of a favorable climate for learning by improved network position and overall network density. The predominant of personality traits in relation to a specific network measure were also identified.Contribution: This study contributes to theory by offering one of the first empirical investigations of entrepreneurship camps using social network analysis and also exploring the personality traits (Big Five).

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Section: Friendship and Advice Networkmentioning

confidence: 99%

Formation of ties through action learning: A case from a multicultural entrepreneurship camp

Chan,

van der Lingen,

Chappin

2023

The Southern African Journal of Entrepreneurship and Small Busi

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“…As a result of this approach, they focus almost exclusively on the characteristics of formed advice ties. They only capture those individuals who have made it past Steps 1 and 2 in the process (Bland & Williams, 2018). Thus, we hope to shift some much-needed attention to Step 1 in this process and investigate the relationship between an employee’s perception of voice and his or her propensity to cross certain intraorganizational boundaries to share advice.…”

Section: Literature Reviewmentioning

confidence: 99%

Drivers of Social Engagement: Employee Voice–Advice Sharing Relationship

Williams

Bland

2019

Review of Public Personnel Administration

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Sparked by recent scholarly interest in identifying the drivers or antecedents of employee engagement, this article examines the relationship between an employee’s perception of voice and his or her propensity to socially engage in the form of sharing advice. In this article, we conceptualize an employee’s perception of voice as multi-directional in nature. This is because, whether directed upward, downward, or laterally, employees will develop multiple perceptions of voice as they distinguish between their social exchanges across and within the various levels of the organization. Surveying the city workforce of Marietta, Georgia, we found a positive perception of voice is a key driver or antecedent to advice sharing across vertical boundaries with superiors and subordinates and across lateral boundaries with peers. Yet contrary to what the literature would suggest about the influence of superiors on subordinates, we found that low perceptions of upward voice (i.e., perceptions shaped by those at higher levels of the organization) did not influence an employee’s decision to share advice with his or her own subordinates or peers. This research shifts some much-needed attention toward advice sharing as a social manifestation of employee engagement and establishes the importance of assessing and managing an employee’s multiple perceptions of voice.

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“…When I refer to situational trust in whisper networks, the sender and receiver need a complex understanding of "codes" built through a lifetime of common experiences around gender, sex, race, and other multifaceted marginalizations. Network formation happens through both formal and informal structures (Bland & Williams, 2019;Kilduff & Brass, 2010;Krackhardt & Kilduff, 1990).…”

Section: Trust Networkmentioning

confidence: 99%

“…Communication is a key factor in how people decide to network when they are left to their own devices. Successful network formation is more likely with people who have collaborative and egalitarian personality traits (Bland & Williams, 2019). To further address the formation of whisper networks, I will use guiding questions such as: what gives people the ability to be part of a whisper network?…”

Section: Trust Networkmentioning

confidence: 99%

Whisper networks in organizations: Sexual harassment protection through informal connections

King Johnson

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Collaborative Ties Within: Public Organizations and the Latent Capacity for Advice Network Formation

Cited by 3 publications

References 36 publications

Formation of ties through action learning: A case from a multicultural entrepreneurship camp

Formation of ties through action learning: A case from a multicultural entrepreneurship camp

Drivers of Social Engagement: Employee Voice–Advice Sharing Relationship

Whisper networks in organizations: Sexual harassment protection through informal connections

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