Structural properties of work groups and their consequences for performance

By Jonathon N. Cummings, Rob Cross. Soc. Networks, 2003

511 citations recorded by the source corpus.

Subfields: Communication, Sociology and Political Science, Statistical and Nonlinear Physics

View Paper: https://www.semanticscholar.org/paper/d436585bc012c617e291e4ff09ace798709c9c39

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Citations in the corpus

TIES, LEADERS, AND TIME IN TEAMS: STRONG INFERENCE ABOUT NETWORK STRUCTURE'S EFFECTS ON TEAM VIABILITY AND PERFORMANCE (2006, methodology): “One weakness is the lack of synthesis between attribute-based approaches (Barrick et al., 1998) and network or relation-based approaches (Cummings & Cross, 2003) to team outcomes.”
Towards comprehensive support for organizational mining (2008, methodology): “SNA can also be augmented by other techniques from social sciences as shown in [18, 10, 17].”
Tie and Network Correlates of Individual Performance in Knowledge-Intensive Work (2004, background): “networks and individual performance in increasingly prevalent, de-layered, project-based work environments ( Cummings & Cross, 2003 ).”
Exploring the Role of Social Networks in Affective Organizational Commitment: Network Centrality, Strength of Ties, and Structural Holes (2011, methodology): “Efficiency is adopted as a measure of structural holes (Borgatti, 1997; Burt, 1992; Cummings & Cross, 2003).”
Exploring social networks on the team level-A review of the empirical literature (2010, background): “Previous studies on social networks have tended to focus on the structural properties of egocentric (e.g., employee) or bounded (e.g., organisational) networks as the unit of analysis (Cummings and Cross, 2003).”
Past, present, and potential future of team diversity research: From compositional diversity to emergent diversity (2016, background): “The main body of work in this respect concerns network centralization (but as Cummings & Cross, 2003, show, impactful diversity in interaction patterns can also be captured by other concepts such as hierarchical or coreperiphery structures).”
The Dark Side of Structural Holes (2013, background): “Sparrowe, Liden, Wayne, and Kraimer (2001) and Cummings and Cross (2003) found evidence that centralization negatively relates to group performance.”
The Internal and External Networks of Knowledge-Intensive Teams (2013, background): “However, other scholars have reported that teams with flat and dense networks of work ties outperformed teams with hierarchical and sparse work networks (Cummings & Cross, 2003; Reagans & Zuckerman, 2001; Reagans et al., 2004; Rulke & Galaskiewicz, 2000).”
Unlocking the Influence of Leadership Network Structures on Team Conflict and Viability (2009, background): “This counterintuitive finding is supported by a recent study which reported that leaders who acted as broker between team members tended to have lower performance (Cummings & Cross, 2003).”
Coordination in software development (2005, background): “Cummings and Cross [5] also found that groups with decentralized communication patterns outperformed more centralized groups.”
How to Make the Team: Social Networks vs. Demography as Criteria for Designing Effective Teams (2004, background): “Previous studies on social networks and team performance have typically had complete information on the pattern of network connections inside a team but either lacked information on external connections altogether (Reagans and Zuckerman, 2001; Sparrowe et. al, 2001; Cummings and Cross, 2003”
A Core/Periphery Perspective on Individual Creative Performance: Social Networks and Cinematic Achievements in the Hollywood Film Industry (2008, background): “The idea that some groups or organizations have core/periphery structures has enjoyed considerable attention in social network analysis (e.g., Mintz and Schwartz 1981, Barsky 1999, Cummings and Cross 2003).”