Exploring the Social Ledger: Negative Relationships and Negative Asymmetry in Social Networks in Organizations

By Giuseppe Labianca, Daniel J. Brass. 2006

665 citations recorded by the source corpus.

Subfields: Communication, Organizational Behavior and Human Resource Management, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/b9a755a14ae7c11cb494029e273fbc04536d360d

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Citations in the corpus

Social Network Analysis in the Science of Groups: Cross-Sectional and Longitudinal Applications for Studying Intra- and Intergroup Behavior (2015, background): “…research focuses on friendship or other positive interdependencies like cooperation, there is an increasing interest in studying negative forms of connections such as disliking, bullying behavior, or intergroup conflict (Labianca & Brass, 2006; Labianca, Brass, & Gray, 1998; Huitsing et al., 2012).”
A Network-based view of regional growth (2014, background): “…with each other’s knowledge, and negative network effects may emerge, locking organisations into low value and unproductive networks, and stifling the creation of new knowledge and innovation (Arthur 1989; Adler and Kwon 2002; Labianca and Brass 2006; Molina-Morales and Martínez-Fernández, 2009).”
Entrepreneurship, innovation and regional growth: a network theory (2015, background): “Similarly, the superiority of knowledge may be compromised as organisations within a network become increasingly familiar with each other’s knowledge, and negative network effects may emerge that lock organisations into low value and unproductive networks and stifle the creation of new knowledge and”
FROM THE HEAD AND THE HEART: LOCATING COGNITION- AND AFFECT-BASED TRUST IN MANAGERS' PROFESSIONAL NETWORKS (2008, background): “Negative relationships are important to consider because they represent the liability side of the social ledger and can affect organizational effectiveness (Jehn, 1995; Labianca & Brass, 2006).”
Hot Buttons and Time Sinks: The Effects of Electronic Communication During Nonwork Time on Emotions and Work-Nonwork Conflict (2015, background): “…individuals react to the affective tone of electronic communication, previous theory and empirical work suggests that negative work relationships have greater predictive power in explaining employee outcomes than positive relationships (Eby, Butts, Durley, & Ragins, 2010a; Labianca & Brass, 2006).”
The Costs of Ambient Cultural Disharmony: Indirect Intercultural Conflicts in Social Environment Undermine Creativity (2013, background): “…ties (i.e., tension or conflict among culturally different social contacts) characterize relationships among members of an individual’s social network (Labianca & Brass, 2006; Labianca, Brass, & Gray, 1998), the less effective that person is at associating concepts arising from different cultures.”
Political tie heterogeneity and the impact of adverse shocks on firm value (2015, background): “Executives connected to the crumbling political network would suffer ‘guilt by association’, which refers to the economic or social punishment of a group or an organization for its prior relationships with illegitimate or disadvantaged individuals and social groups (Labianca and Brass, 2006).”
Performance and turnover intentions: a social exchange perspective (2013, background): “Prior research has found that employees whose work was highly interdependent were more likely to rise above immediate self-interest to consider the long-term impacts of their actions on common goals (Labianca and Brass, 2006; Pearce and Gregersen, 1991).”
Which of These Things Are Not Like the Others? Comparing the Rational, Emotional, and Moral Aspects of Reputation, Status, Celebrity, and Stigma (2019, background): “…exchanges by altering stakeholder audiences’ willingness to engage in resource exchanges with organizations (Rindova & Fombrun, 1999), acting as intangible assets (Rindova & Martins, 2012) that contribute to “great riches,” and liabilities (Labianca & Brass, 2006) that generate substantial costs.”
Friends and Foes: The dynamics of dual social structures (2014, background): “…relationships of conflict are endemic to most social systems: alongside collaborative relationships, there is no shortage of long-lasting conflictual relationships that entail “recurring sets of negative judgments, feelings, and behavioral intentions toward others” (Labianca & Brass, 2006: 597).”
Toward a theory of network gatekeeping: A framework for exploring information control (2008, background): “While most of the literature emphasize positive relations as a foundation for creating social capital or alliances (Inkpen & Tsang, 2005; C. Jones et al., 1997; Podoiny & Baron, 1997), Labianca and Brass analyze the meaning of negative relationships (Labianca & Brass, 2006).”
Sensemaking and emotion in organizations (2013, background): “…more attention to negative than positive events, as evidenced in streams of work identifying patterns of ‘‘bad is stronger than good’’ (Baumeister, Bratslavsky, Finkenauer, & Vohs, 2001; Labianca & Brass, 2006), negativity bias (Rozin & Royzman, 2001) and loss aversion (Tversky & Kahneman, 1992).”
Contingent Political Capital and International Alliances: Evidence from South Korea (2007, background): “The organizational behavior literature includes compelling findings showing that negative ties impede self-advancement and interpersonal cooperation (i.e., Brass and Labianca, 1999, 2006).”
Career attitudes and success of managers: the impact of chance event, protean, and traditional careers (2012, background): “To better understand the differential impact of social capital, Labianca and Brass (2006) proposed the incorporation of negative social capital (NSC) aspects.”
To leave or not to leave: When receiving interpersonal citizenship behavior influences an employee’s turnover intention (2013, background): “In a similar vein, Labianca and Brass (2006) propose that the relationship between the quality of one’s interpersonal relationships at work and socio-emotional outcomes (e.g. job satisfaction) will be affected by task interdependence.”