Network-building behavioral tendencies, range, and promotion speed

Shipilov, Andrew V.; Labianca, Giuseppe; Kalnysh, V. V.; Kalnysh, Yuri

doi:10.1016/j.socnet.2014.03.006

Cited by 54 publications

(37 citation statements)

References 69 publications

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“…The scope of our theoretical model does not address the possibility of "serendipitous networking," the inadvertent initiation and development of network relationships without an explicit goal to do so (Shipilov, Labianca, Kalnysh, & Kalnysh, 2014). Indeed, it is quite possible for individuals to acquire new contacts and develop valuable social relations through participating in social events, serving on workplace or professional organization committees, or volunteering in the community with no apparent goal to acquire network contacts.…”

Section: "Why" People Networkmentioning

confidence: 99%

Untangling the Networking Phenomenon

Porter

Woo

2015

Journal of Management

106

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Compared to the extensive research that has investigated the structures of social relationships (i.e., social networks), relatively little research attention has been geared towards understanding how and why individuals initiate, build, and maintain social networks (i.e., networking) from a psychological perspective. The objective of this review is to shed light on the dynamic, psychological processes at the center of individuals' discretionary, professional relationship development. The diffuse networking literature in the field of management is reviewed and organized into four primary research streams. On the basis of insights from this review, we propose a dynamic, psychological model of how and why individuals strategically network, which marries social exchange and expectancy theories with the concept of relational schema to explain the networking phenomenon across dyadic and intraindividual levels. This conceptual model posits that a networking interaction, construed as an exchange of resources within a given network relationship at a certain stage of relationship maturity, affects the relational schemas of those involved in the interaction and that each networking partner's relational schema influences each partner's perceptions of his or her network relationship and guides individual decisions to network with a specific network contact. The aim of this review is to lay a theoretical foundation for investigating strategic networking from a dynamic, psychological perspective.

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Section: "Why" People Networkmentioning

confidence: 99%

Untangling the Networking Phenomenon

Porter

Woo

2015

Journal of Management

106

View full text Add to dashboard Cite

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“…Az ego-háló kiterjedtségét há-rom tényező segítségével írja le: (1) a személyes hálózat sűrűsége, vagyis az ego kapcsolatainak összekapcsoltsági mértéke, (2) a hálózat mérete, vagyis a kapcsolatok szá-mossága és (3) a kapcsolatok diverzitása, heterogenitása. A hálózatok erőforrás-elmélete szerint azok az aktorok, akiknek ego-hálója kiterjedtebb, könnyebben jutnak hozzá szűkös információkhoz és erőforrásokhoz a különböző csoportokban, mint azok, akik nem rendelkeznek hasonló hozzáféréssel (Shipilov et al, 2014).…”

Section: Működési Mechanizmusok Offline éS Online Hálózatokbanunclassified

Vállalati közösségi média – A személyközi hálózatok motorja

Baksa¹,

Drótos²

2018

Veztud

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“…Extraverts are assumed to be good at talking to and socializing with others (McCrae & Costa, 1990;Shipilov, Labianca, Kalnysh, & Kalnysh, 2014;Wanberg & Kammeyer-Mueller, 2000) and to derive pleasure, enthusiasm, and energy from group-based interactions (Selfhout et al, 2010). Not only do they derive energy from these interactions, they themselves also contribute vital energy to their social interactions.…”

Section: Extraversion and Energizing Relationshipsmentioning

confidence: 99%

Energy's role in the extraversion (dis)advantage: How energy ties and task conflict help clarify the relationship between extraversion and proactive performance

et al. 2016

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SummaryWhile academic and practitioner literatures have proposed that extraverts are at an advantage in team-based work, it remains unclear exactly what that advantage might be, how extraverts attain such an advantage, and under which conditions. Theory highlighting the importance of energy in the coordination of team efforts helps to answer these questions. We propose that extraverted individuals are able to develop more energizing relationships with their teammates and as a result are seen as proactively contributing to their team. However, problems in coordination (i.e., team task conflict) can reverse this extraversion advantage. We studied 27 project-based teams at their formation, peak performance, and after disbandment. Results suggest that when team task conflict is low, extraverts energize their teammates and are viewed by others as proactively contributing to the team. However, when team task conflict is high, extraverts develop energizing relationships with fewer of their teammates and are not viewed as proactively contributing to the team. Our findings regarding energizing relationships and team task conflict clarify why extraversion is related to proactive performance and in what way, how, and when extraverts may be at a (dis)advantage in team-based work.

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Network-building behavioral tendencies, range, and promotion speed

Cited by 54 publications

References 69 publications

Untangling the Networking Phenomenon

Untangling the Networking Phenomenon

Vállalati közösségi média – A személyközi hálózatok motorja

Energy's role in the extraversion (dis)advantage: How energy ties and task conflict help clarify the relationship between extraversion and proactive performance

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