2020
DOI: 10.1093/ej/ueaa072
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Network Structure and Performance

Abstract: We develop a theory that links individuals’ network structure to their productivity and earnings. While a higher degree leads to better access to information, more clustering leads to higher peer pressure. Both information and peer pressure affect effort in a model of team production, with each being beneficial in a different environment. We find that information is particularly valuable under high uncertainty, whereas peer pressure is more valuable in the opposite case. We apply our theory to gender dispariti… Show more

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Cited by 38 publications
(30 citation statements)
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References 47 publications
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“…In a study of American university students, men reported more friendships than women, and were more willing to sacrifice intimacy to secure more friends (Vigil, 2007). In a study of American high school and middle school students, boys had more friendship connections than girls, while girls' networks showed more small-group clustering (Lindenlaub & Prummer, 2021). In another university sample, Friebel et al (2021) documented that women's initial friendships remained highly stable over time, whereas men's friendship connections showed more opportunism and flexibility.…”
Section: Introductionmentioning
confidence: 98%
“…In a study of American university students, men reported more friendships than women, and were more willing to sacrifice intimacy to secure more friends (Vigil, 2007). In a study of American high school and middle school students, boys had more friendship connections than girls, while girls' networks showed more small-group clustering (Lindenlaub & Prummer, 2021). In another university sample, Friebel et al (2021) documented that women's initial friendships remained highly stable over time, whereas men's friendship connections showed more opportunism and flexibility.…”
Section: Introductionmentioning
confidence: 98%
“…For example, average differences between women and men in risk-taking and preferred forms of competition may partly contribute to observations of a greater likelihood among men to self-promote and exaggerate competence in the pursuit of leadership (Chamorro-Premuzic, 2019), treat acquaintances or colleagues instrumentally to gain information, favors, or opportunities (Cullen-Lester et al, 2016), anticipate fewer risks to leadership (Sweet-Cushman, 2016), or be willing to make unilateral decisions on behalf of their group (Ertac and Gurdal, 2012). To the extent men more frequently socialize in large groups and build larger social networks with more "weak" ties, men may be advantaged in influencing the design of political institutions that regulate society and in accessing novel information or opportunities for ascending institutional hierarchies (Lindenlaub and Prummer, 2020).…”
Section: Evoluɵonary Historymentioning
confidence: 99%
“…This includes men's greater tendency for self-promotion, overconfidence and exaggerating their competence, which helps elevate many unqualified men to positions of power (Chamorro-Premuzic, 2019). To the extent men, more than women, prefer to socialize in larger same-sex groups (Low, 1992;David-Barrett et al, 2015;Benenson, 2019;Peperkoorn et al, 2020) and to build larger social networks comprised of many "weak" ties (Vigil, 2007;Seabright, 2012;Friebel et al, 2017), men may be unduly privileged in the pursuit of leadership, particularly in the mixed gender hierarchies of large organizations (van Vugt and Spisak, 2008;Cullen-Lester et al, 2016;Lindenlaub and Prummer, 2020). Effects of social networking on gender differences in leadership are exacerbated when leaders tend to be male and leaders in general prefer to hire and promote similar others (i.e., the "old boys network") (McDonald, 2011;Koch et al, 2015).…”
Section: Some Implications For Policymentioning
confidence: 99%
“…The first one is to investigate inequality caused by referral hiring (e.g. Montgomery, 1991;Jackson, 2004, 2007;Lindenlaub and Prummer, 2021). In these works, Lindenlaub and Prummer (2021) is the closest to our interest; however, the approaches are different.…”
Section: Introductionmentioning
confidence: 99%