Studies of collaboration have highlighted the importance of similarity as a driver of tie formation, however, we seldom know when this driver breaks down. Prior literature offers two forces as likely suspects when searching for dampener of the influence of similarity on the choice of a collaborator: perceived environmental uncertainty and partner status. Prior studies of uncertainty have highlighted that it creates a tension that can be adressed in two opposed way by managers: either they look for new partners, or they tend to rely more on existing and similar partners. However, we know little about what leads the tension to be resolved one way or another. Similarly, studies of status in collaborative settings suggest it creates options for choosing new partners and a strengthened preference for working with similar others, however, it is not clear how those two tendencies play out in practice. Do high status individuals explore the collaborative options afforded to them by their status or do they display an exacerbated tendency to collaborate further with past collaborators or similar others? Individuals choose collaborators they believe are the best fit for their project. Constraints during the recruitment process---in terms of time and resources---imply that decisions are made under uncertainty on the quality of the new collaborator. As a result, project stakeholders have to rely on what they can observe. I explore how one of those observables---similarity---is used by project stakeholders while choosing collaborators. More precisely, the contribution of this paper is to highlight the boundary conditions of the preference for similarity in regard to status and uncertainty. I show that, while similarity has a positive effect on the likelihood of collaboration, status of the project stakeholder limits the influence of similarity. In addition, uncertainty at the project level heightens the reliance on similarity; while uncertainty at the market level does not influence the reliance on similarity. My data tracks technicians in the French film industry over a 14-year period, exploring the implications beyond this industry for collaboration among skilled workers and for managers involved in recruiting decisions.
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