Ties, Leaders, And Time In Teams: Strong Inference About Network Structure’s Effects On Team Viability And Performance

Balkundi, Prasad; Harrison, David A.

doi:10.5465/amj.2006.20785500

Cited by 741 publications

(751 citation statements)

References 107 publications

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“…Another criticism of the method used in this study is that it does not allow for clear-cut causeeffect conclusions (as time-lagged and especially cross-sectional correlations cannot definitively establish temporal precedence [Balkundi & Harrison, 2006]). Although we interpret the data at hand to support progression of withdrawal, the reader is warned of the potentially severe limitations of testing dynamic withdrawal models using inappropriate data and analyses.…”

Section: Limitations and Research Directionsmentioning

confidence: 99%

How Important are Job Attitudes? Meta-Analytic Comparisons of Integrative Behavioral Outcomes and Time Sequences

Harrison

Newman

Roth

2006

AMJ

Self Cite

1,022

900

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Drawing on the compatibility principle in attitude theory, we propose that overall job attitude (job satisfaction and organizational commitment) provides increasingly powerful prediction of more integrative behavioral criteria (focal performance, contextual performance, lateness, absence, and turnover combined). The principle was sustained by a combination of meta-analysis and structural equations showing better fit of unified versus diversified models of meta-analytic correlations between those criteria. Overall job attitude strongly predicted a higher-order behavioral construct, defined as desirable contributions made to one's work role (r ‫؍‬ .59). Time-lagged data also supported this unified, attitude-engagement model.Job attitudes and job performance are perhaps the two most central and enduring sets of constructs in individual-level organizational research. Yet, a longstanding debate persists about the nature and the strength of relationships between these fundamental predictors and criteria (Austin & Villanova, 1992;Brief, 1998;Johns, 1998;Judge, Thoreson, Bono, & Patton, 2001). An elemental question remains: How important are job attitudes for predicting and understanding job performance in particular, and work role-directed behaviors in general?Authors of early qualitative reviews concluded that only weak support existed for the relationship between one principal attitude, job satisfaction, and supervisor ratings or output measures of job performance (e.g., Brayfield & Crockett, 1955). A common inference in those reviews was that job attitudes were more strongly related to absence, turnover, and other forms of work role withdrawal than they were to in-role performance (e.g., Herzberg, Mausner, Peterson, & Capwell, 1957;Vroom, 1964). Subsequent quantitative reviews also failed to show job attitudes as having strong predictive utility. One meta-analysis reported a lackluster value (ˆϭ .17) as the best estimate of the correlation between satisfaction and performance (Iaffaldano & Muchinsky, 1985). Another review showed organizational commitment bore a weaker relationship to job performance (ˆϭ .14) than to at least one withdrawal behavior, turnover (ˆϭ Ϫ.28;Mathieu & Zajac, 1990). Consequently, the pendulum of causal potency has swung away from job attitudes (at least until recently; see Judge et al. [2001]). One widely held view is that attitudes are inconsistent or epiphenomenal forces in work behavior (e.g., Locke & Latham, 1990): they explain only 3-4 percent of performance variance and have little practical importance for managers.The current article subjects that view to empirical scrutiny via comprehensive and comparative tests. In doing so, we attempt to contribute to management knowledge in five ways. First, we investigate and more fully map the individual-level criterion space (i.e., a set of work behaviors valued by organizations [Austin & Villanova, 1992]) by bringing four original meta-analyses to the literature, estimating the connections between contextual performance and (1) lateness, (2) a...

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Section: Limitations and Research Directionsmentioning

confidence: 99%

How Important are Job Attitudes? Meta-Analytic Comparisons of Integrative Behavioral Outcomes and Time Sequences

Harrison

Newman

Roth

2006

AMJ

Self Cite

1,022

900

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“…We use degree centrality (Aalbers & Dolfsma 2015;Scott 1991;Wasserman and Faust 1994), the number of ties ego maintains in a network, since it provides a comprehensive and most readily interpretable indication of the network structure of an actor and ascertains an actor's prominence in a network structure (Balkundi and Harrison, 2006;Bono and Anderson, 2005;Brass, 1984;Cross and Cummings, 2004;Freeman, 1979;Mehra et al, 2001). While we did not require that the contact corroborate a tie, we did check whether this self-reported measure generated reliable data as we collected data in the full network and with industry experts (cf.…”

Section: Innovation This Innovation Is Developed Outside Of the Sectmentioning

confidence: 99%

Network position and firm performance – the mediating role of innovation

Dolfsma

Eijk

2016

Technology Analysis & Strategic Management

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Abstract:Analyzing a unique, domain-similar database including all horticulturalists in a major flower producing country, this paper shows that a firm's central position in a network significantly improves its financial performance. The effect of strategic positioning in a network is in large part mediated through its enhanced innovativeness. Strategically positioning in a network of firms contributes more to firm performance, both directly as well as indirectly, than other strategic options a firm has available, such as seeking scale, seeking to diversify, pursuing cost advantages, or locating in a cluster.

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“…En cuanto a su utilidad, el ARS ha sido aplicado a diversos campos, por ejemplo el impacto de la urbanización en el bienestar del individuo 26 , los sistemas de economía y política 27 , el apoyo social 28 y el campo organizativo [29][30][31][32][33][34][35][36] . Con respecto a éste último, se ha estudiado la relación de las redes en cuanto al rendimiento, la creatividad, la transferencia de innovación, etcétera.…”

Section: El Análisis De Las Redes Sociales Un Método Para La Mejora unclassified

El análisis de las redes sociales: Un método para la mejora de la seguridad en las organizaciones sanitarias

Sánchez

Pérez

Varela

et al. 2013

Rev. Esp. Salud Publica

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Palabras clave: Seguridad del paciente. Red social. Redes comunitarias. Política de salud. Grupo de atención al paciente. Conducta cooperativa. Control de riesgo. Administración de la seguridad. ABSTRACT Social Network Analysis. A Method to Improve Safety in Healthcare OrganizationsPatient safety depends on the culture of the healthcare organization involving relationships between professionals. This article proposes that the study of these relations should be conducted from a network perspective and using a methodology called Social Network Analysis (SNA). This methodology includes a set of mathematical constructs grounded in Graph Theory. With the SNA we can know aspects of the individual's position in the network (centrality) or cohesion among team members. Thus, the SNA allows to know aspects related to security such as the kind of links that can increase commitment among professionals, how to build those links, which nodes have more prestige in the team in generating confidence or collaborative network, which professionals serve as intermediaries between the subgroups of a team to transmit information or smooth conflicts, etc. Useful aspects in stablishing a safety culture. The SNA would analyze the relations among professionals, their level of communication to communicate errors and spontaneously seek help and coordination between departments to participate in projects that enhance safety. Thus, they related through a network, using the same language, a fact that helps to build a culture. In summary, we propose an approach to safety culture from a SNA perspective that would complement other commonly used methods.

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Ties, Leaders, And Time In Teams: Strong Inference About Network Structure’s Effects On Team Viability And Performance

Cited by 741 publications

References 107 publications

How Important are Job Attitudes? Meta-Analytic Comparisons of Integrative Behavioral Outcomes and Time Sequences

How Important are Job Attitudes? Meta-Analytic Comparisons of Integrative Behavioral Outcomes and Time Sequences

Network position and firm performance – the mediating role of innovation

El análisis de las redes sociales: Un método para la mejora de la seguridad en las organizaciones sanitarias

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