Abstract
This research examines the relationship between individuals' positions in a communication network and their corresponding levels of role conflict and role ambiguity. As part of a larger research program, the data for this study were collected at two points in time from members within the Cancer Information Service (N = 56), an award winning information service of the National Cancer Institute. In general, findings suggest lower levels of role conflict and ambiguity experienced by members of the CIS. In addition, neither the role conflict model nor the role ambiguity model were consistent with the data. Revised models, however, did suggest that experiencing role conflict and role ambiguity may lead to a decrease in the perception that a person is powerful within one's network. In addition, as members' interpersonal contacts increased, levels of role conflict and role ambiguity between regional offices and the National Cancer Institute decreased. The implications of these results for the CIS and other organizations are discussed.
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