TY - JOUR A1 - Brennecke, Julia A1 - Ertug, Gokhan A1 - Kovács, Balázs A1 - Zou, Tengjian T1 - What does homophily do? BT - a review of the consequences of homophily JF - Academy of Management Annals N2 - Understanding the consequences of homophily, which is among the most widely observed social phenomena, is important, with implications for management theory and practice. Therefore, we review management research on the consequences of homophily. As these consequences have been studied at the individual, dyad, team, organizational, and macro levels, we structure our review accordingly. We highlight findings that are consistent and contradictory, as well as those that point to boundary conditions or moderators. In conducting our review, we also derive implications for management research from insights gained by research in other disciplines on this topic. We raise specific issues and opportunities for future research at each level, and conclude with a discussion of broader future research directions, both empirical and conceptual, that apply across levels. We hope that our review will open new vistas in research on this important topic. Y1 - 2022 U6 - https://doi.org/10.5465/annals.2020.0230 SN - 1941-6520 SN - 1941-6067 VL - 16 IS - 1 SP - 38 EP - 69 PB - Erlbaum CY - Mahwah ER - TY - JOUR A1 - Brennecke, Julia A1 - Ertug, Gokhan A1 - Elfring, Tom T1 - Networking fast and slow BT - the role of speed in tie formation JF - Journal of Management N2 - Growing interest in network dynamics has led to insights about patterns of network change, drivers of tie formation, and the temporal unfolding of the consequences of networks. To this area of inquiry, we introduce networking speed—the time that it takes for individuals to form a network tie—as an important but so far largely overlooked aspect. We develop a theory of networking speed that explains how different catalysts enable professionals to introduce variation into the speed with which they form interpersonal network ties. We discuss how such variation in the speed with which ties have been formed influences relational outcomes and the network returns that these ties generate. This discussion illustrates that high networking speed can entail advantages as well as pitfalls. We also explore temporal implications of networking speed—for instance, the persistence of the effects of speed over time. Overall, we conceptualize networking speed as a constitutive element of how interpersonal networks function in professional settings, and we propose a future research program for the integration of this novel concept into organizational network research. KW - tie formation KW - networking speed KW - catalysts KW - network dynamics KW - professional networks KW - interpersonal networks Y1 - 2022 U6 - https://doi.org/10.1177/01492063221132483 SN - 0149-2063 SN - 1557-1211 SP - 1 EP - 29 PB - Sage Publ. CY - London ER - TY - JOUR A1 - Ertug, Gokhan A1 - Brennecke, Julia A1 - Tasselli, Stefano T1 - Theorizing about the implications of multiplexity BT - an integrative typology JF - Academy of Management Annals N2 - Multiplexity, the coexistence of more than one type of relationship between two actors, is a prevalent phenomenon with clear relevance for a wide range of management settings and phenomena. While there is a substantial body of work on multiplexity, the absence of a shared terminology and a typology for the mechanisms and arguments that are used in theorizing about its implications nevertheless hamper its appeal to organizational network scholars and slow its progress. Based on content analysis of 103 studies, we propose “relational harmony,” “task complementarity,” and “relational scope” as three categories to integrate the mechanisms and arguments used in the literature to theorize about the implications of multiplexity. We then survey the literature in light of this typology to show how it is also useful in revealing patterns of theorizing; for example, with respect to the types of relationships that are studied in relation to multiplexity. We conclude with suggestions for future research directions, focusing on how these can be pursued based on our integrative typology. We hope that the common ground we provide for theorizing about the implications of multiplexity will make it an even more engaging topic for organizational network and management scholars, and place it in the company of more prominently used relational constructs in management research, as aligned with its prevalence and relevance. Y1 - 2023 U6 - https://doi.org/10.5465/annals.2021.0193 SN - 1941-6520 SN - 1941-6067 VL - 17 IS - 2 SP - 626 EP - 654 PB - Erlbaum CY - Mahwah, NJ ER - TY - JOUR A1 - Brennecke, Julia A1 - Coutinho, James A. A1 - Gilding, Michael A1 - Lusher, Dean A1 - Schaffer, Graham T1 - Invisible iterations: how formal and informal organization shape knowledge networks for coordination JF - Journal of management studies N2 - This study takes a network approach to investigate coordination among knowledge workers as grounded in both formal and informal organization. We first derive hypotheses regarding patterns of knowledge-sharing relationships by which workers pass on and exchange tacit and codified knowledge within and across organizational hierarchies to address the challenges that underpin contemporary knowledge work. We use survey data and apply exponential random graph models to test our hypotheses. We then extend the quantitative network analysis with insights from qualitative interviews and demonstrate that the identified knowledge-sharing patterns are the micro-foundational traces of collective coordination resulting from two underlying coordination mechanisms which we label ‘invisible iterations’ and ‘bringing in the big guns’. These mechanisms and, by extension, the associated knowledge-sharing patterns enable knowledge workers to perform in a setting that is characterized by complexity, uncertainty and ambiguity. Our research contributes to theory on the interplay between formal and informal organization for coordination by showing how self-directed, informal action is supported by the formal organizational hierarchy. In doing so, it also extends understanding of the role that hierarchy plays for knowledge-intensive work. Finally, it establishes the collective need to coordinate work as a previously overlooked driver of knowledge network relationships and network patterns. © 2024 The Authors. Journal of Management Studies published by Society for the Advancement of Management Studies and John Wiley & Sons Ltd. KW - coordination KW - hierarchy KW - informal organization KW - knowledge sharing KW - multiplexity KW - social network Y1 - 2024 U6 - https://doi.org/10.1111/joms.13076 SN - 0022-2380 SN - 1467-6486 SP - 1 EP - 42 PB - Wiley-Blackwell CY - Oxford ER -