Advice Network Centrality Research Articles

Advice Network Centrality as a Social Origin of Task Crafting: The Bridging Roles of Basic Psychological Needs.

Little is known about the predictive role of advice networks in task crafting despite the growing academic and practical interest in its antecedents. Accordingly, as centrality in advice networks is expected to have a positive relationship with task crafting, this study develops a research model encompassing the mediating roles of the fulfillment of basic psychological needs to clarify this relationship. The model was tested using a sample composed of 198 employees from various firms in South Korea. The results showed that employees who occupy central positions in the advice network fulfilled their autonomy and competence needs, consequently engaging in task crafting. This study contributes to the literature on social networks, self-determination, and task crafting by discovering hidden antecedents and pivotal mechanisms in determining task crafting.

How is leadership maintained? A longitudinal mediation model linking informal leadership to upward voice through peer advice seeking.

Whereas scholars have identified individual antecedents of emerging as an informal leader among one's peers, our research seeks to understand how established informal leaders maintain their leadership status. Guided by principles from expectation states theory, we predict that being seen as an informal leader in a workgroup motivates other members to seek one out for work-related advice and, accordingly, facilitates the informal leader's engaging in upward voice directed toward the formal leader. Upward influence on behalf of the group may, in turn, reinforce leadership status among peers. Cross-lagged panel analysis of four-wave survey responses from 375 employees in 63 duty-free shops supported our hypotheses. Advice network centrality partially mediated the positive relationship between informal leadership and supervisor ratings of upward voice. The time-lagged effect of informal leadership on peer advice seeking was stronger among employees in a more central position of the friendship network. However, the theorized effect of upward voice on subsequent informal leadership received more limited support. Our research identifies a mechanism that stabilizes workgroup leadership structure. (PsycInfo Database Record (c) 2022 APA, all rights reserved).

Relationship between Social Network Characteristics, Flow in Class, Communication Skills, and Problem-solving Skills of Nursing Students in Simulation Nursing Education: Focusing on Social Network Analysis

Purpose: The purpose of this study was to investigate the relationship between social network characteristics, flow in class, communication skills, and problem-solving skills of nursing students in simulation.Methods: For this study a descriptive survey design was used. Participants were 100 nursing students who attended in 2 university and completed the self-report questionnaire. Data were collected from October 14 to December 6, 2019 and were analyzed with SPSS 26.0, AMOS 21.0 and Netminer 4 evaluation version.Results: It was confirmed that the task advice network centrality of nursing students fully mediates their communication skills and affects their problemsolving skills and that friendship network centrality completely mediates flow in class and communication skills, and affects problem-solving skills. Task advice network centrality, friendship network centrality, flow in class, and communication skills were found to explain problem solving skills by 51.8%.Conclusion: In order to increase the problem-solving skills of nursing students in simulation nursing education, a strategy to improve their flow in class and communication skills is essential and it suggests the need to make it part of the curriculum. In addition, in order to increase the communication skills of nursing students, it is necessary to be careful when making a team to minimize the team members isolated within the team so that smooth interaction can occur.

The social side of innovation: When and why advice network centrality promotes innovative work behaviours

Drawing from a social network perspective on innovation, this study aims to explore the relationship between advice network centrality, and innovative work behaviour by focusing on the mediating role of voice behaviour and the moderation of organizational tenure. Hypotheses were tested using a sample of 478 employees in an Italy‐based aerospace organization. The results indicated that a central position in the advice network was positively associated with innovative work behaviour and that voice behaviour mediated this relationship. Additionally, moderated mediation analysis highlighted that the path between advice network centrality and voice behaviour was stronger for individuals with shorter organizational tenure. These findings offer guidance for organizations that aim to strengthen employee‐driven innovation by highlighting the importance of a social network approach. Several implications for theory and practice are discussed.

Enhancing Internal Learning in Teams: The Role of Network Centrality and Psychological Capital of Undergraduate Students.

This study aims to analyze the mediating role of psychological capital (PsyCap) in the relationship between network centrality and internal learning in teams. A questionnaire was administered to 480 undergraduate students to test this relationship. The results confirmed the positive relationship between network centrality and internal learning in teams, and a mediating role of PsyCap in the relationship between student network centrality and internal learning in teams. This study suggests that it is important to promote centrality in advice networks among undergraduate students. In addition, this study might raise awareness among students, teachers, and public policymakers about the need to promote a socially responsible environment in higher education institutions.

When Do I-deals Make One Central? Contextual Effects of Task Interdependence and Power Distance

In this study, we integrate idiosyncratic deals (i-deals) research with social network perspective and examine the implications of i-deals for employees’ social networks. Specifically, drawing upon social exchange theory we suggest that i-deals have implications for employees’ centrality in the workgroup advice network and that advice network centrality mediates the relationships between i-deals and job performance. Further, accounting for the workgroup context, we suggest that workgroup structural and social attributes influence the strength of the relationship between i-deals and advice network centrality. Multi-level modeling using time-lag data from 222 employees nested in 40 workgroups showed a positive relationship between i-deals and advice network centrality with advice network centrality mediating the relationship between i-deals and job performance. Moreover, moderation analyses revealed that the workgroup structural attribute of task interdependence and social attribute of leader power distance strengthen the i-deals-advice network centrality relationship. Implications and directions for multi-level and social network research are discussed.

Selecting Lead Creators’ Ideas for Team Creativity? Team Learning Goal and Advice Network Centrality

Lead creators – the most creative members within a team has been viewed as an important source of team creative successes, particularly when possessing high levels of individual creativity. Yet existing studies showed that people are often reluctant to pursue highly creative ideas and teams may fail to benefit from lead creators’ ideas regardless of their creativity. Little is known about when and how lead creators’ ideas get adopted by teams and in turn advance team creativity. The present study integrates the motivational perspective and the social network process to propose the moderating role of team learning goals on team selection of lead creators’ ideas and the mediating role of lead creators’ advice network centrality, and further examines the performance impact of such selections. Based on a sample of 49 organizational teams, this study showed that: (1) team learning goals promote the positive relationship between individual creativity of lead creators and team selection of their ideas; (2) advice centrality of lead creators translates this joint impact of lead creators’ individual creativity and team learning goals on team idea selection; and, (3) this joint impact on team selectin of lead creators’ ideas further advances team creativity.

Does employee humility Foster performance and promotability? Exploring the mechanisms of LMX and peer network centrality in China

AbstractPrior research has shown that humility in the workplace can provide many advantages. However, the literature has largely focused on leaders rather than employees. There is an important distinction between the two, because leaders have already achieved professional success that may or may not be due to humility (i.e., survivorship bias), whereas employees may feel pressure to focus on behaviors seemingly at odds with humility (i.e., getting ahead). Drawing on the social capital theory of career success, this study investigates whether and how humility helps employees achieve both short‐term (job performance) and long‐term (promotability) job success. We posit that, in the Chinese context, humility can promote employees’ objective job performance and promotability by accessing social resources from team leaders and coworkers. The beneficial effects can be explained by the mediating effects of leader–member exchange and employee advice network centrality. We conducted a path comparison on the relationship between the mediators and career success to further explain the mechanisms, and tested the model using a three‐wave survey with a sample of 689 employees and their leaders from 137 teams. Our findings largely support our theoretical predictions and extend our understanding of employee humility and career development.

Perceived Centrality in Social Networks Increases Women's Expectations of Confronting Sexism.

This article integrates the study of intergroup relations and social network cognition, predicting that women who occupy central (vs. peripheral) advice network positions are more likely to confront a coworker’s gender-biased comment. Study 1 offers correlational evidence of the predicted link between perceived advice network centrality and confronting among employed women, uniquely in advice (but not communication) networks. Study 2 replicates and investigates two possible mechanisms—perceptions of the situation as public and perceived risk of confronting. Study 3 rules out order effects and tests an additional mechanism (expectations of the network members). Study 4 is an experiment that shows people expect central (vs. peripheral) women to confront more, even when she is lower (vs. equal) power. Study 5 replicates the core hypothesis in retrospective accounts of women’s responses to real workplace gender bias. Study 6 compares multiple potential mechanisms to provide greater insight into why centrality reliably predicts confrontation.

Cognitive Flexibility and Advice Network Centrality: The Moderating Role of Self-Monitoring.

This study examined the role of individuals’ cognitive flexibility and self-monitoring in shaping their workplace advice network centrality. Drawing on advice network generation theory, we hypothesized a positive relationship between cognitive flexibility and advice network centrality, and a moderation effect of self-monitoring on this relationship. Then, we collected two time-points data from insurance salesmen to test the hypotheses. As predicted, cognitive flexibility was positively associated with advice network centrality. Furthermore, this positive relationship was only significant for low self-monitoring individuals, but not for high self-monitoring individuals. These findings indicated that individuals with high cognitive flexibility were more likely to have central positions in the advice network; however, this effect was attenuated as their self-monitoring increased.

Perceived Overqualification at Work: Implications for Extra-Role Behaviors and Advice Network Centrality

In this study, we hypothesized that perceived overqualification would interact with person-organization fit (P-O fit) to predict extra-role behaviors toward coworkers (organizational citizenship behaviors targeting others [OCBI] and voice) and indirectly relate to advice network centrality. We collected data from 332 municipality services employees reporting to 41 supervisors in Istanbul, Turkey, across three timepoints and from three different sources. Tests of our model provided partial support for our predictions. Results revealed that perceived overqualification had negative main effects on OCBI and interacted with P-O fit to affect voice. Further, P-O fit moderated the indirect effects of perceived overqualification on advice network centrality such that there were significant negative indirect effects via OCBI only when P-O fit is low. Implications for the overqualification, perceptions of fit, and social network literatures are discussed.

Social network ties and organizational citizenship behavior: evidence of a curvilinear relationship

ABSTRACTWe examine the relationships between employee friendship and advice network centrality and organizational citizenship behavior (OCB). Using social exchange theory as a basis, we argue that centrality within the workplace friendship network will be positively and linearly related to employee OCB. Further, we draw on conservation of resources theory and role theory to predict a curvilinear (inverse U) relationship between employees’ advice network centrality and OCB such that employees will engage in higher levels of OCB at moderate levels of advice centrality than at low and high levels. We test the theoretical model in an academic setting (using other reports of network ties and employee ratings of OCB) and a US-based organization (using other reports of network ties and supervisor ratings of OCB). The results support the idea of a curvilinear relationship between advice network centrality and OCB in both studies and a linear relationship between friendship centrality and OCB in Study 2. Practical implications and directions for future research are addressed.

Supervisor-Employee Relation Is Not Enough For Positive Employee Perception Of Merger Integration

In this study, we examine how supervisor-employee social relationship in the advice-seeking and giving network influences employee’s perception of the post-merger integration (PMI) process. Using leader-member exchange and social network theory perspectives, we also investigate the moderating roles of a supervisor’s positions in the informal network structure (supervisor advice network centrality, supervisor advice network brokerage) and supervisor’s communication and energizing abilities on this influence. We argue that supervisor-employee informal connection in the advice-seeking and giving network positively affects employee perception of the post-merger integration process; and this positive influence is conditional on whether the supervisor i) occupies a central or ii) brokerage position in the informal network structure; iii) can effectively communicate with his or her employees; and iv) can generate energizing relationships with his or her connections. We present corroborating evidence for these four moderating factors through a sample of supervisor-employee pairs who are current employees of a new merged professional services firm.

Social Network Ties and Organizational Citizenship Behavior:Evidence of a Curvilinear Relationship

We examine the relationships between employee expressive (friendship) and instrumental (advice) network centrality and employee organizational citizenship behavior (OCB). Based on social exchange theory, we argue that centrality within the workplace friendship network will be positively and linearly related to employee OCB. Further, we draw on conservation of resources (COR) theory to predict a curvilinear (inverse U) relationship between employees’ advice network centrality and OCB such that employees will engage in higher levels of OCB at moderate levels of advice centrality than at low and high levels. The theoretical model is tested in an academic setting (using other reports of network ties and employee ratings of OCB) and a US-based organization (using dyadic responses from employees and their supervisors). The results support for the curvilinear relationship between advice tie centrality and OCB in both studies and support for the linear relationship between friendship centrality and OCB in Study 2. Practical implications and directions for future research are addressed.

Drivers’ social-work relationships as antecedents of unsafe driving: A social network perspective

In order to reduce road accidents rates, studies around the globe have attempted to shed light on the antecedents for unsafe road behaviors. The aim of the current research is to contribute to this literature by offering a new organizational antecedent of driver's unsafe behavior: The driver's relationships with his or her peers, as reflected in three types of social networks: negative relationships network, friendship networks and advice networks (safety consulting). We hypothesized that a driver's position in negative relationship networks, friendship networks, and advice networks will predict unsafe driving. Additionally, we hypothesized the existence of mutual influences among the driver’s positions in these various networks, and suggested that the driver's positions interact to predict unsafe driving behaviors. The research included 83 professional drivers from four different organizations. Driving behavior data were gathered via the IVDR (In-Vehicle Data Recorder) system, installed in every truck to measure and record the driver's behavior. The findings indicated that the drivers' position in the team networks predicts safe driving behavior: Centrality in negative relationship networks is positively related to unsafe driving, and centrality in friendship networks is negatively related to unsafe driving, while centrality in advice networks is not related to unsafe driving. Furthermore, we found an interaction effect between negative network centrality and centrality in friendship networks. The relation between negative networks and unsafe behavior is weaker when high levels of friendship network centrality exist. The implications will be presented in the Discussion section.

Performance implications of centrality in franchisee advice networks

Although the literature has provided ample evidence for the decisiveness of the franchisor–franchisee relationship in explaining organizational success or failure, performance effects of franchisee–franchisee relationships remain largely unexplored. Yet a growing body of research indicates that by building interfranchisee relationships, franchisees can form advice networks in the chain. Such networks offer privileged access to resources such as knowledge, information, and best practices that help individual franchisees to become more productive. In this context, we study linkages between a franchisee's centrality in franchisee relationships and various individual performance outcomes, using comprehensive data from franchisees in 3 different chains in the largest European franchise market, France. We find that conditional on the specific governance structure of each chain, the results document a strong impact of centrality in advice networks on franchisee performance. Accordingly, we offer theoretical contributions concerning knowledge‐sharing processes in franchise chains, and managerial implications as regards more effective cooperation management in practice, from the perspective of both a franchisee and a franchisor.

The Effects of Perceived Level of Expertise and Social Status on Advice Network Centrality in Project Teams and The Moderating Role of Transactive Memory System

조직 내 업무의 복잡성과 전문성이 높아짐에 따라 기업은 팀 중심의 프로젝트 및 업무수행을 적극적으로 활용하고 있다. 팀 단위의 프로젝트는 상대적으로 단기간에 수행되며 특정 문제해결을 위한 협력이 요구되기 때문에 팀 내에서 팀원들의 효율적인 네트워크 형성은 팀 성과에 중요한 영향을 미치게 된다. 이에 따라, 팀원들 사이의 네트워크 형성을 결정하는 선행요인에 대한 이해가 중요하게 부각되고 있다. 하지만, 기존의 네트워크 연구는 네트워크를 주어진 것으로 여기고 그 특성과 팀 성과와의 관계에 중점을 두었으며, 팀 내에서 팀원들이 어떻게 네트워크를 형성해 가는가에 대한 연구는 상대적으로 부족한 실정이다.BR 따라서 본 연구에서는 팀 내 조언 네트워크에 영향을 미치는 선행요인을 살펴보고자 한다. 이를 위해 지위특성 이론(status characteristic theory)을 토대로 직무와 관련된 특성인 팀원의 지식수준과 비직무 특성인 사회적 지위를 선행요인으로 제시하였으며, 또한 팀의 분산교류 기억체계(Transactive Memory System: TMS)를 팀원의 인지된 지식수준 및 사회적 지위와 조언 네트워크 중심성간의 관계에 영향을 미치는 조절변수로 제시하였다.BR 본 연구는 30개 팀의 130명 팀원들을 통해 수집한 자료를 이용하여 팀원의 인지된 지식수준과 사회적 지위가 팀 내 조언 네트워크 중심성에 미치는 영향과 분산교류 기억체계의 다수준 조절역할을 실증분석 하였다. 분석결과, 팀원들의 인지된 지식수준과 사회적 지위는 조언 네트워크 중심성을 유의하게 예측하는 것으로 나타났다. 또한 사회적 지위와 조언 네트워크의 관계가 팀의 상황적 요인인 TMS의 수준에 따라 달라지는 것을 확인하였다. TMS의 수준이 낮은 팀에서는 사회적 지위와 조언 네트워크 중심성의 관계가 강하게 나타나는 반면 TMS의 수준이 높은 경우에는 팀원의 사회적 지위와 조언 네트워크의 중심성의 관계는 약하게 나타나고 있음을 알 수 있었다. 이러한 결과를 바탕으로 본 연구는 프로젝트 팀에서 팀원들은 조언 네트워크를 형성하는데 있어 인지적 요인에 의해 영향을 받으며, 팀의 TMS의 수준에 따라 인지 요인의 특성이 달라질 수 있음을 시사하고 있다.BR

The moderating influence of personality on individual outcomes of social networks

Advantageous structural positions in a social network provide opportunities for employees. In this study, we examined whether the interaction between the personality traits neuroticism and extraversion affects the extent to which employees benefit from network centrality. Data from a sample of 299 nurses from four Dutch hospitals revealed that affect‐based network centrality was associated with higher job satisfaction and that in‐degree advice network centrality was associated with higher ratings by supervisors with respect to job performance, but only for extraverts low in neuroticism and introverts high in neuroticism. The results show that the existence and magnitude of the positive relationship between affect‐based network centrality and job satisfaction, and the positive relationship between advice network centrality and supervisor ratings of job performance, may crucially depend on the specific interactional combination of personality traits. These findings provide an explanation for the variation in results regarding the network centrality–job satisfaction link and extend empirical evidence for the network centrality–job performance link. The current findings offer team managers insight into how a combination of personality traits influences the effect of network centrality on individual work outcomes. Implications for social networks and selection of employees are discussed.Practitioner points The positive relationship between affect‐based network centrality and job satisfaction and the positive relationship between advice network centrality and job performance depend on the specific interactional combination of neuroticism and extraversion. Employees benefit most from network centrality when they are high on extraversion and low on neuroticism, or when they are low on extraversion and high on neuroticism. For jobs that require much social interaction, extraverts low in neuroticism are preferred.

Supervisors’ Effect on Employees’ Perception of Post-Merger Integration: LMX and Network Perspective

In this study, we examine how supervisor’s position in the formal organizational hierarchy (supervisor job level) and in the informal network structure (supervisor advice network centrality) influe...

Translating Intentions to Behavior: The Interaction of Network Structure and Behavioral Intentions in Understanding Employee Turnover

This paper integrates psychological and sociological perspectives to provide a more complete explanation of the link between intended and actual turnover. Findings from two studies suggest that the translation of intentions to leave one’s job into turnover behavior is attenuated by centrality in organizational advice and friendship networks. Our results demonstrate that psychological and network factors jointly impact employee turnover, and distinguish the effects of different types of networks (friendship, advice), ties (in-degree, out-degree), and levels (dyadic, triadic) in the turnover process. We discuss the implications of these findings for research and practice, and propose a two-stage model of turnover grounded in temporal construal theory that describes how psychological and structural factors variously influence the turnover decision process.