| Boundary Management in Social Support Relationships: The Case of Peer Support in Work Organizations |
| | Bacharach, Samuel B. | Cornell U. | sb22@cornell.edu | (607)255-2772 |
| | Bamberger, Peter | Technion, Israel Institute of Technology | peterb@tx.technion.ac.il | 972-4-829-4510 |
| | McKinney, Valerie M. | Cornell U. | vm15@cornell.edu | (607)255-2772 |
| | This paper examines the boundary management tactics used by volunteer help givers in the context of dyadic peer support relationships in
work organizations. Based on a qualitative study of airline flight attendants, we propose a typology of boundary management tactics among
peer support providers as well as a grounded theory explaining their selection of boundary management tactics.
We present four types of boundary management tactics used by support providers (i.e., Rationalizing, Warning, Avoiding, and Sanctioning),
varying along two dimensions: confrontational versus non-confrontational, and boundary-setting versus boundary-enforcement. We then identify
two factors associated with the adoption of a particular type of tactic by peer support providers: personal experience and social structure.
We argue that the mediating variable between these factors and a provider's choice of boundary management tactic is a cognitive system of
explanation or logic of action.
Drawing from our data, we identify four types of logics of action and show how, depending on the peer support provider's logic of action, it may
be possible to predict that individual's tendency towards one type of boundary management tactic over another. Conclusions
are drawn with respect to the dynamic and tactical nature of boundary management in "problematic interactions" in organizations. |
| | Keywords: Social Support; Peer Helping; Boundary Management |
| Individual and structural origins of friendship and social position among professionals |
| | Olk, Paul M. | U. of California, Irvine | pmolk@uci.edu | (949)-824-2044 |
| | Gibbons, Deborah E. | Georgia State U. | dgibbons@gsu.edu | (404)-651-2923 |
| | Friendship networks represent an integral part of organizational activity. Yet research into social networks in organizations has not clearly explained how friendship ties develop. This longitudinal study examines the effects of organizationally relevant attribute similarity as well as reciprocal effects of dyadic ties and structural position in a friendship network. We propose a dynamic model in which attribute similarity facilitates both dyadic friendship ties and similarity of social position. In addition, we propose that existing friendship increases the likelihood of future structural similarity, and existing structural similarity increases the likelihood of future friendship. We tested our propositions by measuring the friendship network among executive MBA students at two different times, and examining individual and structural effects on development of dyadic ties and social positions in the network. Our analysis reveals mixed support for the proposed influence of personal attribute similarity but strong support for reciprocal effects of friendship and structural similarity over time. The findings contribute to organizational literature by suggesting a more complex relationship between homophily and friendship than is typically found, and by supporting the significance of balance and transitivity in social networks. We discuss the implications of our findings for understanding social change within a pluralistic world.
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| | Keywords: Friendship; Network position; Homophily |
| The Workplace Social Exchange Network: An Integrative Model |
| | Cole, Michael S. | Auburn U. | mcole@business.auburn.edu | (334)-844-4073 |
| | Schaninger, Jr., William S. | Auburn U. | schaning@business.auburn.edu | (334)-844-6549 |
| | In this paper, we present a "Workplace Social Exchange Network" model that draws from multiple streams of social exchange research in an attempt to provide a more integrative understanding of the diverse social exchanges that occur in the workplace. Within the workplace there are a number of social exchanges that may take place between an individual and: 1) the organization, 2) their supervisor, and 3) team members. Surprisingly, researchers have overlooked the influence of social exchanges between team members. To our knowledge, this is the first paper that discusses the influences and interactions between the three predominate social exchange domains present in the workplace. In addition, we also provide testable propositions that specify relationships between domains of exchange relationships, moderating organizational factors, and employee outcomes. |
| | Keywords: Social Exchange; Team-Member Exchange |
| Exchange Processes of Interpersonal Helping in the Social Structure of Work Groups |
| | Lamertz, Kai | Concordia U., Montreal | kailam@vax2.concordia.ca | (514) 848-4136 |
| | This paper employs social network methods to explore how the performance of interpersonal helping unfolds as a system of social exchanges among individuals in work groups. Position and involvement in the informal social structure of the organization are used to model processes related to status responsibility, brokerage behaviour, and collective exchange. An empirical investigation found support for the predictions that individuals in high status positions, individuals who bridge cleavages in social structure, and individuals who are extensively involved in close relationships at work help their colleagues frequently. In addition, the study found that involvement in task-relevant interaction and reciprocation patterns of helping activity mediated the relationship between network position or involvement and interpersonal helping. |
| | Keywords: Helping; Social Networks |
| The concurrent impact of internal and external network ties on group performance |
| | Shah, Priti Pradhan | U. of Minnesota | pshah@csom.umn.edu | 612-626-7559 |
| | Rogers, Russel W. | U. of Minnesota | rrogers@csom.umn.edu | 612-533-5181 |
| | Chervany, Norman | U. of Minnesota | nchervany@csom.umn.edu | 612-626-7559 |
| | Dirks, Kurt T. | Simon Fraser U. | kdirks@sfu.edu | (604)-291-4150 |
| | This paper investigates the simultaneous impact of group members’ internal and external network ties upon group performance. Intra group dynamics and external group relations have been examined independently; however, we suggest that these two facets of groups are highly interdependent. Internal ties may be instrumental in facilitating group performance, whereas external networks may be essential in obtaining access to information and resources. Additionally, this paper examines the impact of two different types of ties on performance: friendship and advice. We collected data for this study using MBA teams participating in a computerized business simulation. The results suggest a stronger relationship to performance for both internal and external affective friendship ties than for internal or external instrumental advice ties. |
| | Keywords: Networks; Groups; Friendship |