Social Networks and Organizations

By Brandon Ofem, Theresa M. Floyd, Stephen P. Borgatti. 2012

506 citations recorded by the source corpus.

Subfields: Sociology and Political Science, Statistical and Nonlinear Physics

View Paper: https://www.semanticscholar.org/paper/725166e25213fc66138d200cf201891b3b213b15

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In Sociology and Political Science

In Statistical and Nonlinear Physics

Citations in the corpus

Voice Flows to and around Leaders (2013, background): “A central insight of network theory and research, however, is that communication patterns in organizations often produce an informal structure that only partially mirrors the formal organizational chart (Kilduff and Tsai, 2003).”
The Internal and External Networks of Knowledge-Intensive Teams (2013, methodology): “Following the logic of Coleman’s (1988) discussion of network closure, we consider the degree to which discrete individuals are linked to others in a network (Kilduff & Tsai, 2003).”
Who's with Me? False Consensus, Brokerage, and Ethical Decision Making in Organizations (2010, background): “To understand the true individual effects of degree, betweenness, and closeness centrality, Kilduff and Tsai (2003) recommended that researchers simultaneously control for the other two centrality measures.”
The Negative Effects of Social Capital in Organizations: A Review and Extension (2017, unknown): “Although in the course of developing our arguments we have alluded to which particular forms of SC (structural, relational and cognitive) we consider most prominent in relation to specific lines of reasoning, we have refrained from a strict compartmentalization of the SC construct into its constitue”
Social network analysis and the evaluation of leadership networks (2010, background): “How these individual results affect organizational success remains unclear (Kilduff and Tsai, 2003).”
Structuring for team success: The interactive effects of network structure and cultural diversity on team potency and performance (2014, unknown): “…overlapping characteristics of a team’s structure (see, e.g., Krackhardt, 1994; for more detailed discussions of the advantages and disadvantages of studying structure from a network-based perspective, we refer readers to Kilduff & Tsai, 2003; Wasserman & Faust, 1994; Wellman & Berkowitz, 1997).”
The Dark Side of Structural Holes (2013, background): “…and Mahony (2011) to devote more empirical attention to the exploration of multilevel network relationships, this study also answers the call by Kilduff and Tsai (2003) to devote more attention to the dark aspects of social networks, as most previous studies were concerned with legitimizing…”
Team Dynamics: A Social Network Perspective (2012, methodology): “In accordance with standard SNA practice, visual inspections of the generated networks were also included to assess the data (Kilduff & Tsai, 2007).”
Social network analysis: foundations and frontiers on advantage. (2013, unknown): “For people in the same populations with below-average social distinguished from random noise, even for a person rich in access to structural holes.”
The elephant in the room of Dynamic Capabilities: Bringing two diverging conversations together (2012, background): “otherwise remain separated (Burt, 2005; Kilduff and Tsai, 2003).”
Knowledge flow and inter-firm networks: The influence of network resources, spatial proximity and firm size (2010, background): “The significant relationship this study finds between network dynamism and innovation indicates a requirement for future research in this area to be more attuned to capturing the role of networks as evolutionary systems with trajectories that change along with the resources they accrue (Kilduff and ”
Personality and social networks in organizations: A review and future directions (2016, background): “Scholars have called for research in this “post-structural tradition” that emphasizes both the characteristics of individuals and the characteristics of their networks (Kilduff & Tsai, 2003).”
Developmental networks and learning: toward an interdisciplinary perspective on identity development during doctoral study (2010, background): “Social network researchers hold that learning happens through personal interactions in the practice setting (Kilduff and Tsai 2003 ).”
Corporate Finance Policies and Social Networks (2017, unknown): “Investment is a natural choice of corporate policy because it is a highly discretionary (1)For an introduction to social networks and decision externalities, refer to Watts (2003). For a more in-depth discussion on social networks and organizations, refer to Kilduff and Tsai (2003).”
A Formal Theory of Reflected Appraisals in the Evolution of Power (2011, background): “In examining power and influence, traditional social network analysis embeds individuals in structures of network relations of various types in organizational settings (e.g., Granovetter, 1985; Krackhardt, 1990; Brass, 1992; Burt, 1992; Mizruchi and Stearns, 2001; Kilduff and Tsai, 2003; Brass et al”
Validity Issues in the Use of Social Network Analysis with Digital Trace Data (2011, unknown): “…network theory, often called “network science,” (e.g., Committee on Network Science for Future Army Applications, National Research Council, 2005; Kilduff & Tsai, 2003) but this project is not complete and, in any case, the techniques of SNA are frequently used outside such theoretic…”
Turning Lead into Gold: How Do Entrepreneurs Mobilize Resources to Exploit Opportunities? (2018, unknown): “Some entrepreneurs form new social ties instrumentally (Kilduff & Tsai, 2003), and such proactive networking constitutes a key mechanism of entrepreneurial resource search.”
External Networking and Internal Firm Governance (2012, unknown): “Hermalin andWeisbach (1998) show that 1For background on the formation of social networks and their role in organizations, see Watts (2003), Kildu¤ and Tsai (2003), McPherson, Smith-Lovin, and Cook (2001), Laumann (1973), and Marsden (1987).”
The Contaminating Effects of Building Instrumental Ties (2014, background): “Kilduff and Tsai (2003) distinguished between two types of networks: goal directed and serendipitous.”