OCB and external–internal social networks: effects on individual performance and adaptation to change

Abstract

In this study, we develop and test a model that links one's internal and external social network structures to his or her willingness and ability to adapt in a changing work context. Using a survey data from 371 employees working in 133 different branches of a large financial firm, we find that individual behaviors that explain task performance and individual adaptation to change are affected by a number of supportive social ties (size of the support network) with which one receives support inside and, mostly, outside the workplace. The results also show that individual performance and adaptation to change are affected by the level of workers' organizational citizenship behavior. We also identify a mediating effect exerted by the informational network structure (mostly an internal network) on the relationship between the support network (mostly an external network) and individual task performance.

Factors affecting employee performance: a systematic literature review

“…This SLR pooled together empirical literature on OCB, LMX, individual learning, team learning and innovative behavior, in order to synthesize these in exploring the concept of employee performance. This SLR enhances our understanding of the definitions of employee performance (Darsana, 2014; Matula Uon, 2016) demonstrates the diversity of cultures (Yang et al , 2016), organizational settings (Kilinç and Ulusoy, 2014), research foci (Bruque et al , 2016), measurement instruments used (Şehitoğlu and Zehir, 2010) and results. The SLR draws attention to the inadequate research on these behaviors in the African context.…”

Hello again: Managing talent with boomerang employees

“…Boomerangs have the advantage of learning competitive strategies and new processes while at the interim firm or in an educational setting, which could give their performance a boost upon returning. Likewise, boomerangs have developed a wider professional network, rich with external ties that bestow an advantage (Bruque et al, 2016). This expanded network, combined with their re‐activated dormant ties at the focal organization should confer opportunities for improved performance upon return (Levin, Walter, & Murnighan, 2011; Zhang, Aven, & Stirling, 2018).…”

“…Second, boomerangs have been shown to be better performers when they gained practical experience in the interim firm (Swider, Liu, Harris, & Gardner, 2017), and outperformed other external hires when they were placed in roles that involve relational demands and administrative coordination (Keller, Kehoe, Bidwell, Collings, & Myer, in press). Third, boomerangs bring knowledge and networks from interim employment, which should give them an advantage over internal hires (Bruque, Moyano, & Piccolo, 2016), although enhanced performance compared to internal hires has not yet been found in other samples of boomerangs (Arnold, Van Iddekinge, Campion, Bauer, & Campion, in press; Swider et al, 2017).…”

The Relationship between Organizational Culture and Energy Performance: A Municipal Energy Manager Level Study

“…O’Dell and Grayson () found that both formal and informal relationships between employees are important for diffusing knowledge within organizations. In fact, informal networks (Stevenson and Gilly, ) and communities of practice can promote and improve daily routines (Constant et al ., ), and also have an impact on task performance (Bruque et al, ). Some studies also highlight that effective networks support employees in achieving adequate task and organizational performance linked to new organizational goals (Haslberger, ; Bruque et al, ), such as EE.…”