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Workplace friendships
(2023)
Workplace friendships, i.e., when work colleagues are also friends, are a widespread phenomenon in organizations which has attracted increasing research interest in recent decades. Numerous studies have investigated consequences of workplace friendships and found positive outcomes, such as increased employee job satisfaction or organizational performance, as well as negative outcomes, such as decreased knowledge-sharing between different friendship cliques. Other studies have examined what shapes workplace friendships, focusing on determinants such as personality or the spatial composition of organizations. Finally, an increasing number of studies focus on multiplex workplace friendships, where employees who are friends are also linked by a specific work-focused relationship. In this chapter, we first take stock of the literature on workplace friendships by providing an overview of their antecedents and consequences at the individual, the group, and the organizational level, and review the smaller body of research on multiplex workplace friendships. Second, we critically discuss practical implications of workplace friendships, focusing on their relevance to three current challenges for employees and organizations: the increase in virtual work, social inequalities in organizations, and the increased overlap of professional and private life. Finally, we provide recommendations for organizations on how to address these challenges and effectively manage workplace friendships.
Invisible iterations: how formal and informal organization shape knowledge networks for coordination
(2024)
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.
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.
What does homophily do?
(2022)
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.
Networking fast and slow
(2023)
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.