A network approach to leadership -- An analysis of the internal market for reputation in organizations -- Systematic biases in network perception -- Effects of network accuracy on individuals' perceived power -- Social structure and decision making in an MBA cohort -- The social networks of low and high self-monitors -- Centrality in the emotion helping network : an interactionist approach -- Network perceptions and turnover in three organizations -- Organizational crises -- The control of organizational diversity -- Future directions
Summary
This book brings a social networks perspective to bear on topics of leadership, decision-making, turnover, organizational crises, organizational culture, and other major organizational behavior topics. It offers a new direction for organizational behavior theory and research by drawing from social network ideas. Across diverse research topics, the authors pursue an integrated focus on social ties both as they are represented in the cognitions of individuals and as they operate as constraints and opportunities in organizational settings. The authors bring their 20 years worth of research experience together to provide a programmatic social network approach to understanding the internal functioning of organizations. By focusing a distinctive research lens on interpersonal networks, they attempt to discover the keys to the whole realm of organizational behavior through the social network approach
