TIES, LEADERS, AND TIME IN TEAMS: STRONG INFERENCE ABOUT NETWORK STRUCTURE'S EFFECTS ON TEAM VIABILITY AND PERFORMANCE

By Prasad Balkundi, David A. Harrison. 2006

913 citations recorded by the source corpus.

Subfields: Communication, Social Psychology, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/fc022123b914116b1d328003a0547e74fd559eff

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Citations in the corpus

On Cultural and Macroeconomic Contingencies of the Entrepreneurial Orientation–Performance Relationship (2014, neutral): “It simultaneously scrutinizes the significance and relative explanatory power of each contingency variable in the presence of other variables (Balkundi & Harrison, 2006; Cooper, Hedges, & Valentine, 2009; Hedges & Olkin, 1985).”
Enhancing the Effectiveness of Work Groups and Teams (2006, background): “…direct evaluations of the theory, research has shown that the speed of team performance improves with developmental experience (Harrison, Mohammed, McGrath, Florey, & Vanderstoep, 2003) as cognitive and task processes take over from the effects of early social structure (Balkundi & Harrison, 2006).”
Senior Team Attributes and Organizational Ambidexterity: The Moderating Role of Transformational Leadership (2008, neutral): “For instance, future research may investigate additional senior team attributes such as internal and external social networks (i.e. content, strength, and density) as these dimensions have been associated with team effectiveness and performance (Balkundi and Harrison, 2006).”
Social networks and employee voice: The influence of team members' and team leaders' social network positions on employee voice (2016, background): “…the various benefits associated with leaders’ embeddedness in the informal social networks of their teams (e.g., Balkundi, Barsness, & Michael, 2009; Balkundi & Harrison, 2006; Mehra et al., 2006), we suggest that leaders’ positions in the team network serve as boundary conditions that either…”
Team viability for long-term and ongoing organizational teams (2011, background): “…researchers based their definition on Hackman’s (1987) or Sundstrom et al.’s (1990) conceptualizations (Phillips, 2001; Romero & Pescosolido, 2008), while others added components to the definition (e.g., Aubé & Rousseau, 2005; Balkundi & Harrison, 2006), or created their own (e.g., West, 2004).”
Collectivistic Leadership Approaches: Putting the “We” in Leadership Science and Practice (2012, methodology): “…the process by which leadership emerges and operates within a social system, and asserts propositions about a leader’s ability to perceive and interpret characteristics of a social network and the relevant outcomes of this social cognition (Balkundi & Kilduff, 2005; Balkundi & Harrison, 2006).”
The Effects of Conflict Types, Dimensions, and Emergent States on Group Outcomes (2008, methodology): “According to Balkundi and Harrison (2006), team viability is a broad, group-level construct that reflects group member affect and behavioral intentions and is as essential for team functioning as is group performance for the success and continuation of a workgroup.”
Unlocking the Influence of Leadership Network Structures on Team Conflict and Viability (2009, methodology): “First, the two different types of network measures we use here (indegree centrality and betweeness centrality) have been two of the most commonly used centrality measures in previous research (e.g., Balkundi & Harrison, 2006; Mullen, Johnson, & Salas, 1991).”
A Cross-Level Test of Empowerment and Process Influences on Members’ Informal Learning and Team Commitment (2015, background): “…Edmondson, Bohmer, & Pisano, 2001) and team commitment has been examined at the individual level (e.g., Bishop & Scott, 2000) or team level (e.g., Balkundi & Harrison, 2006; Barrick, Stewart, Neubert, & Mount, 1998), a number of critical gaps remain in the understanding of the interface between…”
Team Effectiveness 1997-2007: A Review of Recent Advancements and a Glimpse Into the Future (2008, methodology): “Balkundi and Harrison (2006) conducted a meta-analysis of 37 studies and found that social networks have important implications for team performance and viability.”