Power, Social Influence, and Sense Making: Effects of Network Centrality and Proximity on Employee Perceptions

Ibarra, Herminia; Andrews, Steven

doi:10.2307/2393414

Cited by 803 publications

(633 citation statements)

References 38 publications

Supporting

Mentioning

606

Contrasting

Unclassified

Order By: Relevance

“…Most important, the results suggest that researchers using survey data should consider potential nonresponse bias on estimates related to social isolation or lack of network ties. Previous research using surveys within institutions has found that social isolates tend to have less positive perceptions of organizational conditions and work (Ibarra and Andrews, 1993;Roberts and O'Reilly, 1979). The nonresponse bias analysis confirmed these previous findings.…”

Section: Discussionsupporting

confidence: 79%

Social isolation, survey nonresponse, and nonresponse bias: An empirical evaluation using social network data within an organization

Watanabe

Olson

Falci

2017

Social Science Research

View full text Add to dashboard Cite

Survey researchers have long hypothesized that social isolation negatively affects the probability of survey participation and biases survey estimates. Previous research, however, has relied on proxy measures of isolation, such as being a marginalized group member within a population. We re-examine the relationship between social isolation and survey participation using direct measures of social isolation derived from social network data; specifically, instrumental research and expressive friendship connections among faculty within academic departments. Using a reconceptualization of social isolation, we find that social network isolation is negatively associated with unit response. Among women (a numerical minority group within the organization), we further find that social group isolation (i.e., lacking instrumental network connections to men, the majority group in the organization) is negatively associated with survey participation. Finally, we show that some survey estimates are systematically biased due to nonparticipation from socially isolated people.

show abstract

Section: Discussionsupporting

confidence: 79%

Social isolation, survey nonresponse, and nonresponse bias: An empirical evaluation using social network data within an organization

Watanabe

Olson

Falci

2017

Social Science Research

View full text Add to dashboard Cite

show abstract

“…High-status individuals tend to develop more positive attitudes and beliefs than their low-status counterparts do, because their network position often provides advantages (Ibarra and Andrews, 1993). At the same time, the more favourable attitudes and beliefs of high-status individuals can be reinforced by the influence of the socially proximate others with whom they interact (who are also likely to be highly central in the network; Friedkin, 1991).…”

Section: Social Statusmentioning

confidence: 99%

“…It influences work-related perceptions (Ibarra and Andrews, 1993), attitudes towards new technology (Rice and Aydin, 1991), and opinions about fellow employees (Krackhardt and Kilduff, 1990). The influence of cohesion derives from the cooperation and trust that often exist between two directly tied individuals.…”

Section: Local Ties and Connectednessmentioning

confidence: 99%

Psychological contract breach and turnover intention: the moderating effects of social status and local ties

Heffernan

Rochford

2017

The Irish Journal of Management

View full text Add to dashboard Cite

The aim of this study is to examine whether social networks reduce the effects of psychological contract breach on an employee’s intention to leave the organisation. This paper focusses on two particular elements of the social network in an organisation: (1) social status and (2) local ties/connectedness. Using a sample of 242 responses from officers in the Irish Defence Forces, the results provide empirical evidence of the impact of psychological contract breach on officer turnover intentions. The results also demonstrate that perceptions of social networks moderate the relationship between psychological contract breach and turnover intentions through social status. Contrary to expectations, strong connectedness with senior officers was also found to be a moderator but not in the direction that was hypothesised. The theoretical and practical implications of these results are discussed.

show abstract

“…For example, in her study on innovation involvement, Ibarra (1993a) showed that the correlation between status and centrality was higher in instrumental network than in expressive networks. In their study on power and perceptions, Ibarra and Andrews (1993) showed that advice and friendship networks affected employees' perceptions of work related conditions differently-advice centrality had highly significant effects on perceptions while friendship proximity had significant but weak effects on work related conditions. The authors concluded that there is a need for more research on the distinction between instrumental and expressive relationships.…”

Section: Different Situations Call For Different Relationshipsmentioning

confidence: 99%

“…is not always easily grasped and many are multiplex (Burt, 2005;Lazega, 1999). One often found distinction between the content of relationships is whether they are instrumental or expressive (Casciaro et al, 1999;Dabos and Rousseau, 2004;Fombrun, 1982;Ibarra, 1993a,b;Ibarra and Andrews, 1993;Lazega, 2001Lazega, ,1992Lin, 2007Lin, , 2006aSaint-Charles, 2001;Saint-Charles and Mongeau, 2005;Umphress et al, 2003). In organizational settings, instrumental relationships are related primarily to work situations, whereas expressive relationships address, above all else, emotional matters (Ibarra, 1993b).…”

Section: Instrumental and Expressive Relationshipsmentioning

confidence: 99%

Different relationships for coping with ambiguity and uncertainty in organizations

Saint‐Charles

Mongeau

2009

Social Networks

View full text Add to dashboard Cite

a b s t r a c tThis study seeks to shed light on the relationship between the situation and the activation of specific relationships. We hypothesized that the type of uncertainty present in a situation would prompt people to call upon different relationships based on different types of trust: cognitive trust for expertise and affective trust for friendship. We elaborated vignettes as name generators to test whether the colleagues called upon in different situations were perceived as being more friends or more experts. The perceived level of expertise and friendship were evaluated with Likert-style scales. The results support our theoretical argument to the effect that the "activation" of a relationship is influenced by the type of uncertainty a person is confronted to. Situations of information uncertainty elicit recourse to relationships based on expertise while ambiguous situations call for friendship.

show abstract

Power, Social Influence, and Sense Making: Effects of Network Centrality and Proximity on Employee Perceptions

Cited by 803 publications

References 38 publications

Social isolation, survey nonresponse, and nonresponse bias: An empirical evaluation using social network data within an organization

Social isolation, survey nonresponse, and nonresponse bias: An empirical evaluation using social network data within an organization

Psychological contract breach and turnover intention: the moderating effects of social status and local ties

Different relationships for coping with ambiguity and uncertainty in organizations

Contact Info

Product

Resources

About