期刊
HUMAN RELATIONS
卷 72, 期 6, 页码 1013-1038出版社
SAGE PUBLICATIONS LTD
DOI: 10.1177/0018726718789479
关键词
field experiment; formal and informal structures; interdependence; managerial intervention; network dynamics; network theory; randomization; social relations
资金
- ESSEC Business School
- Center for Human Resources at the Wharton School
- Mack Institute for Innovation Management at the Wharton School
We offer the first field experiment showing how job assignments create social ties at work and influence their persistence. Pairs of managers were assigned at random to project teams. We show that once those pairs work together and become interdependent, they are more likely to create informal relationships (friendships and advice ties). Interdependence also increases the persistence of the informal ties that existed prior to team assignments; the magnitude of this effect decreases with tie strength. As organizations extend their use of teamwork, they also create and maintain social networks across functional and geographic boundaries. Thus, transitory project teams forge an enduring organizational legacy.
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