Relational Embeddedness and Learning: The Case of Bank Loan Managers and Their Clients

By Brian Uzzi, Ryon Lancaster. Management Sciences, 2003

1,089 citations recorded by the source corpus.

Subfields: Accounting, Organizational Behavior and Human Resource Management

View Paper: https://www.semanticscholar.org/paper/b2483daae5a683b95c67ddf9c7295efb39556121

How researchers see this paper

The researchers whose trusted networks rank it highest, strongest advocate first. Every researcher gets a different order.

In Accounting

In Organizational Behavior and Human Resource Management

Citations in the corpus

The Sociology of Finance (2011, background): “Although quantification connotes greater objectivity, some lenders still augment quantitative measures with socially based information (Ferrary 2003), and the latter continues to matter in some contexts (Berger & Udell 2002, Cole et al. 2004, Uzzi & Lancaster 2003).”
Does familiarity foster innovation? The impact of alliance partner repeatedness on breakthrough innovations (2015, neutral): “, 2005), but they have also been shown to introduce inertia (Uzzi and Lancaster, 2003).”
Knowledge, Networks, and Knowledge Networks (2011, background): “…shows strong interpersonal ties—characterized by high communication frequency, long duration, and affective attachment (Marsden & Campbell, 1984)—are more effective than weak ties in enhancing knowledge transfer and learning (e.g., Bouty, 2000; Levin & Cross, 2004; Uzzi & Lancaster, 2003).”
Relational Archetypes, Organizational Learning, and Value Creation: Extending the Human Resource Architecture (2007, background): “Furthermore, several scholars such as Burt (2001) and Uzzi and Lancaster (2003) have argued that these different types of relationships may not lead to internal conflict but, rather, may be used complementarily.”
Project Networks: Governance Choices and Paradoxical Tensions (2016, background): “…and temporal embeddedness) that contribute to knowledge transfer from the interorganizational project venture to the parent organizations of the project network: • Relational embeddedness refers to the strength of the tie between two or more organizational actors (Uzzi & Lancaster, 2003).”
Judging Borrowers by the Company They Keep: Friendship Networks and Information Asymmetry in Online Peer-to-Peer Lending (2013, neutral): “Karlan 2007; Moran 2005; Uzzi 1999), or subjective measures of outcomes (e.g., Bagozzi and Dholakia 2006; Uzzi and Lancaster 2003).”
Building Trust in Economic Space (2006, background): “6 Embedded or trusting ties offer advantages over ‘arms-length’ (non-trusting) ties since they can facilitate the transfer of idiosyncratic, context-specific, or restricted forms of information and thus increase the adaptability and flexibility of firms and organizations (Uzzi, 1997; Darr and Talmud”
Different knowledge, different benefits: toward a productivity perspective on knowledge sharing in organizations (2007, background): “While some researchers examine the resulting performance of task units within firms, the dependent variable in these studies more commonly is the extent of knowledge sharing itself or the difficulty of transferring knowledge (e.g., Gupta and Govindarajan, 2000; Zander and Kogut, 1995; Reagans and Mc”
Understanding the impact of relational capital and organizational learning on alliance outcomes (2010, background): “…the linkage between relationship development and knowledge transfer in alliances (Dyer & Hatch, 2006; Sarkar, Echambadi, Cavusgil, & Aulakh, 2001; Uzzi & Lancaster, 2003), and others highlight the connection between knowledge process systems (i.e., knowledge acquisition and sharing) and alliance…”
Coactive Vicarious Learning: Toward a Relational Theory of Vicarious Learning in Organizations (2017, background): “…recognizing what kinds of relationships inhibit or encourage transfer (e.g., that shared identity or embedded relationships encourage knowledge sharing; Kane, 2010; Uzzi & Lancaster, 2003) towards an understanding of what actually occurs in these interactions to facilitate vicarious learning.”
Interpersonal influence as an alternative channel communication behavior in emerging markets: The case of China (2009, background): “…governance arrangements (Uzzi, 1997), build interpersonal friendship and trust (Nicholson, Compeau, & Sethi, 2001), and reduce transaction uncertainty and costs (Uzzi & Lancaster, 2003), through networks of social relations among firm key boundary spanners (e.g., CEOs, managers, firm reps).”
Expatriate Knowledge Transfer, Subsidiary Absorptive Capacity, and Subsidiary Performance (2012, background): “Individuals can ease transfer difficulties by setting up communication channels, providing opportunities for dialogue , improving situations for team learning, and building informal ties (Argote et al., 2003; Uzzi & Lancaster, 2003; Zoogah, Vora, Richard, & Peng, 2011).”
Prior knowledge and social networks in the exploitation of entrepreneurial opportunities (2010, background): “In such relationships, one tends to transfer private knowledge and to commit oneself to exploratory learning (Uzzi and Lancaster 2003) which facilitates the development and exploitation of opportunities seized from the environment.”
Entrepreneurship, Innovation and Industrial Development: Geography and the Creative Field Revisited (2006, background): “In circumstances where bonds of trust can be established, communication is likely to be even further enhanced (Cooke 2002; Cooke and Morgan 1998; Uzzi and Lancaster 2003).”