Understanding workplace relationships : ǂan ǂexamination of the antecedents and outcomes

Workplace relationships are critical to how work gets done in organizations. While current research gives rigorous theoretical and empirical insights regarding workplace relationships, or what are often known as social networks, there is only limited details of the practical applications of workplace relations. This edited collection provides readers with cutting edge theoretical and practical insights from the latest research at the intersection between social networks and workplace relationships. This volume has a dual focus. First it examines the outcomes of workplace relationships, such as individual performance and how social network relationships affect attitudes and behaviours. Second, it examines how workplace relationships are formed and their implications with regard to friendship, trust and collegiality. Drawing on innovative research on social networks, the authors examine the importance of workplace relationships across a broad selection of institutional settings. Featuring practical applied examples, this collection brings together insights from leading scholars in a practical and accessible format for academics and students. Acknowledgments 5 Contents 6 Editors and Contributors 9 About the Editors 9 Contributors 10 List of Figures 13 List of Tables 15 Introduction 18 Why Do Workplace Relationships Matter? 18 Defining Networks of Workplace Relationships 20 Theories of Workplace Relationships 22 Network Practice 24 Bringing Theory and Practice Together 24 Networks and Individual Performance 25 The Effect of Network Relationships on Attitudes and Behaviors 28 Knowledge Relationships in Organizations 29 Friendship and Trust in Organizations 31 References 33 The Effect of Network Relationships on Individual Performance in Organizations 39 Unpacking the Link Between Intrinsic Motivational Orientation and Innovative Performance: A Social Network Perspective 40 Introduction 40 Theory and Hypotheses 43 Intrinsic Motivational Orientation and Advice Network Centrality 44 Network Centrality and Innovative Performance 47 Data and Methods 50 Research Settings 50 Measures 53 Results 55 Hypotheses Test 56 Discussion 63 Limitations 64 Contributions 66 Practical and Managerial Implications 69 Conclusion 70 References 71 Brokering One’s Way to Trust and Success: Trust, Helping, and Network Brokerage in Organizations 81 Introduction 81 Theoretical Foundations 84 Social Networks, Brokerage, and Trust 86 Effects of Brokerage on Helping, Trust, and Performance 89 How Might Individuals High in Brokerage Obtain Performance Benefits via Trust? 92 Methods and Results 93 Study 1: Nutek (a Pseudonym) 94 Study 2: InfoTec (a Pseudonym) 97 Discussion 102 Research Contributions and Implications 102 Study Limitations and Directions for Future Research 105 Implications for Practice 106 Conclusion 108 References 108 Women Alone in the Middle: Gender Differences in the Occupation and Leverage of Social Network Brokerage Roles 115 Introduction 115 Women and Brokerage 118 Structural Constraints 118 Gender Role Expectations 121 Gendered Socio-Emotional Experience 125 Practical Applications 129 Raise Awareness 130 Action Steps 132 Intentional Network Development 132 Strategies for Coping with Backlash and Distress 135 Structured Opportunities 136 Conclusion 138 References 139 The Effect of Network Relationships on Individual Attitudes and Behaviors 39 Satisfied in the Outgroup: How Co-Worker Relational Energy Compensates for Low-Quality Relationships with Managers 150 Introduction 150 Theory 154 Leader-Member Exchange & Job Satisfaction 154 The Mediating Role of Relational Energy 154 The Moderating Role of Co-Worker Relational Energy 156 Method 158 Participants and Procedure 159 Measures 159 Lmx 159 Relational Energy 159 Job Satisfaction 160 Control Variables 161 Results 161 Discussion 165 Limitations 167 Future Directions 168 Individual and Organizational Strategies to Promote Relational Energy 169 Check-In: Conduct Relational Energy Audits 169 Search for Relational Energy: Expand Your Network 170 Construct a Relational Energy Battery: Create a Positive High-Energy Climate 170 Recharge Leader’s Energy Batteries 171 Conclusion 171 References 172 Structural Embeddedness and Organizational Change: The Role of Workplace Relations and the Uptake of New Practices 179 Introduction 179 Perspectives on Embeddedness 182 Study Context 187 Method and Data 189 Data Collection 189 Exponential Random Graph Models (ERGM) 190 Estimation Procedure 191 Dependent Variable 192 Network Effects Variables 192 Actor Effects Variables 193 Results 196 Descriptive Results 196 Exponential Random Graph Models (EGRMs) Results 196 Closure Effects 197 Bridging Effects 200 Actor-Relation Effects 202 Discussion 203 Conclusion 205 References 206 Business Before Pleasure? Bringing Pleasure Back into Workplace Relationships 213 Introduction 213 A Brief Review of the Pleasures of Work and Workplace Relationships 215 Philosophical Roots in Hedonism 215 Pleasure and Pain 216 Pleasure at Work 217 The Important Role of Workplace Relationships 219 Practical Implications: How to Facilitate Different Forms of Pleasure at Work 221 Creating an Aesthetic Environment 221 Getting Back to Water Cooler Talks 222 Engaging in Passion Projects 223 Discussion and Conclusion 225 Epilog 227 To the Readers 227 References 228 Knowledge Relationships in Organizations 39 Multiple Identities and Multiple Relationships: An Exploratory Study of Freelancers’ Knowledge-Seeking Behavior 236 Introduction 236 Theoretical Background 239 Freelancers and Multiple Jobholding 240 Freelancers’ Identity 243 Empirical Setting 246 Variables and Measures 247 Results 254 Discussion and Practical Implications 256 References 262 In the Mind of the Beholder: Perceptual (Mis)alignment About Dyadic Knowledge Transfer in Organizations 272 Introduction 272 Perceptions of Dyadic Knowledge Transfer 274 The Perceptual Process of Knowledge Transfer Experiences 275 Partners’ Mutual Familiarity and Dyadic Knowledge Transfer Perceptions 277 Methods 280 Participants and Procedure 281 Measures 282 Data Analyses 284 Results 285 Descriptive Statistics 285 Hypotheses Testing 285 Statistical Modelling of Different Misalignment Types 288 Discussion 290 Theoretical Contributions and Implications 292 Limitations and Future Research 294 Implications for Practice 295 References 298 Networks, Knowledge, and Rivalry: The Effect of Performance and Co-Location on Perceptions of Knowledge Sharing 306 Introduction 306 Theory and Hypotheses 308 Competition and Rivalry 310 High-Performance and Perceptions of Unwillingness to Share Knowledge 311 Rivalry in Dyads: High-Performance Dyads and Perceptions of Unwillingness to Share Knowledge 311 Co-Located Dyadic Rivalry and Unwillingness to Share Knowledge 313 Method 314 Data 314 Measures 315 Data Analysis 317 Results 318 Discussion 322 Theoretical Implications 322 Limitations 324 Managerial Implications 324 Conclusion 326 References 327 Friendship and Trust in Organizations 39 Workplace Friendships: Antecedents, Consequences, and New Challenges for Employees and Organizations 334 Introduction 334 What Are Workplace Friendships? 337 Antecedents of Workplace Friendships 339 The Development of Workplace Friendships 339 Dyadic Antecedents of Workplace Friendships 341 Antecedents of Individuals’ Position in Workplace Friendship Networks 343 Contextual Influences on Workplace Friendships 344 Group/Team Factors 344 Organization Factors 344 Cultural and Wider Contextual Factors 345 Antecedents of Multiplex Workplace Friendships 345 The Development of Multiplex Workplace Friendships 346 The Structure of Multiplex Workplace Friendships 346 Virtuality and Multiplex Friendships 347 Future Research Directions on the Antecedents of Workplace Friendships 348 Consequences of Workplace Friendships 348 Individual-Level Consequences 349 Perceptions and Attitudes 349 Performance 349 Behavior 351 Dyadic and Group-Level Consequences 351 Organization-Level Consequences 352 Consequences of Multiplex Workplace Friendships 353 Future Research Directions on the Consequences of Workplace Friendships 354 Practical Implications of Workplace Friendships 355 Practical Recommendations as Discussed in the Literature 356 Workplace Friendships in a Virtual World 357 Workplace Friendships and Inequality 360 Workplace Friendships and the Melding of Professional and Private Life 363 Conclusion 364 References 365 Friendship at Work: Inside the Black Box of Homophily 378 Introduction 378 Methods 382 Site 382 Data 382 Measures 382 Friendship 383 Perceived Similarity 383 Perceived Dissimilarity 383 Self-monitoring 383 Personality Difference 384 Gender Similarity 384 Rank Similarity 384 Control Variables 384 Workflow 385 Analysis 385 Results 385 Discussion 389 Implications for Theory and Future Research 390 Managerial Implications 393 Conclusion 393 References 394 A Network Perspective on Interpersonal Trust Dynamics 399 Introduction 399 Key Concepts 401 Network Embeddedness 401 Trust Dynamics 401 Methodology 402 Results 402 Trust Formation 419 Relational Embeddedness and Trust Formation 419 Structural Embeddedness and Trust Formation 425 Trust Decay 428 Trust Repair 429 Discussion and Conclusion 429 Future Research Agenda 430 A Network Perspective 430 A Dynamic Perspective 432 Organizational Context 433 Mixed Methods 434 Limitations 434 Practical Implications 435 Contributions 437 References 438 Workplace relationships are critical to how work gets done in organizations. While current research gives rigorous theoretical and empirical insights regarding workplace relationships, and what are often known as social networks, there are only limited details of the practical applications of workplace relations. This edited collection provides readers with cutting edge theoretical and practical insights from the latest research at the intersection of social networks and workplace relationships. This volume has a dual focus. First, it examines the outcomes of workplace relationships, such as individual performance and how social network relationships affect attitudes and behaviours. Second, it examines how workplace relationships are formed and their implications with regard to friendship, trust and collegiality. Drawing on innovative research on social networks, the authors examine the importance of workplace relationships across a broad selection of institutional settings. Featuring practical applied examples, this collection brings together insights from leading scholars in a practical and accessible format for academics and students. Alexandra Gerbasi is Professor of Leadership at the University of Exeter Business School, UK, Deputy Pro-Vice Chancellor and Dean of the Business School. Her research focuses on the effects of positive and negative network ties within the workplace, and their effects on performance, leadership, well-being, thriving, affect, and turnover. Ccile Emery is Senior Lecturer in Leadership at the University of Exeter Business School, UK. Her research uses advanced social network techniques - exponential random graphs and longitudinal network analysis - to study relationships in the workplace and, more precisely, the relationship that leaders develop with their followers. Andrew Parker is Professor of Leadership at Durham University Business School, UK. His research uses the lens of network theory to understand problem solving processes, knowledge transfer, turnover, performance and well-being within organizations