Newcomers' early work experiences in an organization can considerably affect their socialization. While much of the literature on this topic has documented how certain organization-wide practices succeed or fail in molding newcomers into "good citizens," little is known about how differentiated early experiences lead to varied socialization outcomes. To this end, we systematically examine the impact of early project team assignments on newcomers' career kick-offs. We propose two distinct but complementary mechanisms-learning and status attainment-to explain why some newcomers achieve superior performance and quicker promotions. We theorize that being assigned to complex projects offers newcomers opportunities to build competence and gain social recognition. Leveraging longitudinal archival data from a high-tech company where newcomers were randomly assigned to projects during their first two years, we found that those assigned to more complex projects obtained more professional certifications, reported higher levels of learning, and appeared more frequently in the company's internal newsletters. These outcomes were associated with higher promotion rates, increased monetary rewards, and better supervisor evaluations. Additionally, we demonstrated that prior same-industry experience amplified the positive effects of project complexity on learning and status attainment. Our findings underscore the pivotal role of early assignments in shaping newcomers' career development.

Purpose We explore the social structure of an autocratic, entrepreneurial organization, with a focus on the enduring rivalry between its formal leader and a key employee. Design/methodology/approach This is a re-study of Team Entrepreneurship (Stewart, 1989), with different eyes and methods, using ethnographic data for social network analysis (SNA). Findings With an analysis of structural equivalence, multiplexity, Simmelian triples and intermediation, this study shows how apparently conflicting social networks—collective entrepreneurship, antagonism and analytical management—can co-exist and that the main rivalrous tie is persistent or “sticky”. Research limitations/implications Due to deep fieldwork access and a site of managerial rivalry, the findings would have damaged careers, without a wait of many years to make the findings public. The specific context also limits external validity. The strengths of this paper are methodological and conceptual. Originality/value This is a rare observational study of entrepreneurial leadership and a rare study in an organization that uses ethnographic data as inputs for SNA matrixes. It shows important distinctions between inferences from observations compared with SNA.

We provide the mathematical and empirical foundations of the friendship paradox in networks, often stated as “Your friends have more friends than you.” We prove a set of network properties on friends of friends and characterize the concepts of ego-based and alter-based means. We propose a network property called inversity that quantifies the imbalance in degrees across edges and prove that the sign of inversity determines the ordering between ego-based or alter-based means for any network, with implications for interventions. Network intervention problems like immunization benefit from using highly connected nodes. We characterize two intervention strategies based on the friendship paradox to obtain such nodes, with the alter-based and ego-based strategy. Both strategies provide provably guaranteed improvements for any network structure with variation in node degrees. We demonstrate that the proposed strategies obtain several-fold improvement (100-fold in some networks) in node degree relative to a random benchmark, for both generated and real networks. We evaluate how inversity informs which strategy works better based on network topology and show how network aggregation can alter inversity. We illustrate how the strategies can be used to control contagion of an epidemic spreading across a set of village networks, finding that these strategies require far fewer nodes to be immunized (less than 50%, relative to random). The interventions do not require knowledge of network structure, are privacy-sensitive, are flexible for time-sensitive action, and only require selected nodes to nominate network neighbors.

Social network extensions of Heider's balance theory have led to a plethora of adaptations, often inconsistent with Heider and each other. We present a general model that permits the description and testing of specific balance theoretic predictions as Heider had originally proposed them. We formulate balance statements as a comparison of two conditional probabilities of a tie: [Formula: see text], conditioned on 2-path relations [Formula: see text] vs. their counterfactual negation, [Formula: see text]. Here q, r and s, are indices that identify elements in a set of mutually exclusive and exhaustive relations in a multigraph (their sum produces a complete graph). This relaxes the dichotomous assumption of a signed graph. We identify neutral ties distinctive from negative and positive ties and convert the underlying signed graph into a restricted multigraph. The point-biserial correlations of relation q with the count of 2-paths (through relations r and s) describe the difference in conditional probabilities, or the prevalence for any stipulated balance configuration. In total 18 such unique balance correlations are identified for any trichotomous multigraph, although 27 theoretical statements exist. Two major advantages of balance correlations are: direct comparison between any two correlations over time, even if network sizes and densities differ; and the evaluation of specific balanced and unbalanced behaviors and predictions. We apply the model to a large data set consisting of friendly vs hostile relations between countries from 1816 to 2007. We find strong evidence for one of the balance statements, and virtually no evidence for unbalanced predictions. However, there is ample stable evidence that "neutral" ties are important in balancing the relations among nations. Results suggest that prevalence of balance-driven behavior varies over time. Indeed, other behaviors may prevail in certain eras.

While decades of research have demonstrated that networks, through their structural configurations, powerfully influence people’s behaviors, attitudes, and outcomes, recent work has sought to better understand the role of individuals in shaping network processes. There are increasing appeals, for instance, to devote greater attention to the differences individuals exhibit in establishing, managing, and navigating social relations. Such differences are meaningful, as they influence the nature and form of the network around actors, and ultimately the opportunities available to them. In response to these emerging discussions, our symposium aims to contribute to a better understanding of individual agency in network theory. Questions include: What role do individuals play in shaping the process of network evolution? And, how do these dynamics impact the distribution of social capital (positive or negative) among actors within networks? Two of our presentations examine individual network agency through the lens of “microfoundations” perspective of social relations. One paper takes the ”individual advantage” perspective, delving into individuals’ agency in responding to the structure of their networks. The rest one emphasizes a dynamic view of network agency - one in which individuals’ level of agentic control in their networks ebbs and flows over time. The Dual Effect of Network Centrality on Employees’ Turnover Author: Alessandro Iorio; Bocconi U. Author: Shad S. Morris; Brigham Young U. How Micro-Level Cultural Similarity Affects the Evolution of Formal Organizational Structure Author: Danyang Li; U. of California, Berkeley Author: Julien Clement; Stanford U. Author: Sameer B. Srivastava; U. of California, Berkeley Self-Affirmation and Network Aspirations Among Women Entrepreneurs: A Field Experiment in Kazakhstan Author: Madina Nurguzhina; Imperial College London Author: Anne L.J. Ter Wal; Imperial College Business School Author: Heejung Jung; Imperial College London Author: Michelle Rogan; Imperial College Business School A Social Capital Theory of Social Change: How Social Capital Academy Ameliorates Social Inequality Author: David Obstfeld; California State U., Fullerton Author: Michael Hahn; Stanford U.

In this study, we seek to understand how stress changes in dynamic social systems. Where prior work on the interpersonal transmission of stress focused on pairs of individuals and small groups, we adopt a network perspective to investigate how the distribution of stress in an individual's social environment influences their stress appraisal process. We conducted a 6-month longitudinal study of 315 early to midcareer adults in professional master's programs as they encountered the stress of everyday academic life. We follow the dynamics of the participants' networks and their concomitant stress at four key time points during those 6 months. We find that the perceived stress of one's social contacts affects their experience of stress in this setting. Yet, not everyone is equally susceptible to this social influence. In particular, we find that social influence is substantially amplified under conditions of relative consensus among one's social contacts. Also, a low level of neuroticism, a high level of conscientiousness, and a high level of internal control orientation help buffer the transmission of stress. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

Taking a network perspective to study teams has been popular and fruitful in the past decades. Yet, the changing nature of how work teams are organized and managed in the new era brings unprecedented challenges to this line of work. For example, nowadays, many teams have fuzzy boundaries. And social exchanges and collaborations between groups are far more frequent and intensive than they traditionally were. Teams are also becoming increasingly diverse due to the globalization trend and the recognition of the value of diversity. These changing features of teams are likely to influence or interact with intra- and inter-team networks and exert a collective, integrated impact on individual members’ and teams’ cognitions, behaviors, and outcomes, which have not been thoroughly understood and examined. Our symposium highlights the recent efforts to investigate new emergent features of teams and explore how they interact with networks within and between teams. Two papers directly tap into the members’ social relations within and between teams, the diversity of these social relations, and associated team performance outcomes. Another two papers look at dynamic entrepreneurial teams, where each team constitutes the entire organization. Each explores a different element of diversity as a function of how networks are strategically used in these budding firms. The fifth paper switches the gear to focus on individuals’ intrapersonal diversity and network structural features and provides insights into how their linkage may shape team dynamics. Complementarities of Members’ Structural Roles in Team Success: The Moderating Role of Experience Author: Shihan Li; Heinz College - Carnegie Mellon U. Author: Brandy Aven; Carnegie Mellon U. The Social Underpinnings of Effective Organizational Interteam Relations Author: Martin J. Kilduff; UCL School of Management Author: Andreas Wilhelm Richter; U. of Cambridge Author: Ronald Clarke; Rennes School of Business Multicultural Experience and Social Network Brokerage Author: Eva Hsin-Lian Lin; London Business School Author: Raina A. Brands; UCL School of Management Author: Adrienne Wood; U. of Virginia Author: Adam M. Kleinbaum; Dartmouth College, Tuck School of Business Showcasing strategies: The Role of Entrepreneurial Networking in Quest for Venture Capital Funding Author: Damiano Maria Morando; Imperial College Business School Author: Anne L.J. Ter Wal; Imperial College Business School Author: Stefano Breschi; Bocconi U. Recruiting for your team: Network hiring and match-specific performance in firms Author: Ines Black; - Author: Sharique Hasan; Fuqua School of Business, Duke U.

Networks contain complex patterns of dependency and require multiple levels of analysis to explain their formation, structure, and outcomes. In this Element, the authors develop the Multilevel Network Framework. The framework serves as (i) a conceptual tool to think more deeply about network dynamics, (ii) a research tool to assist in connecting data, theory, and empirical models, and (iii) a diagnostic tool to analyze and categorize bodies of research. The authors then systematically review the network literature in public administration, management, and policy. They apply the Multilevel Network Framework to categorize the literature; identify significant gaps; examine micro, macro and cross-level relations; and examine relevant mechanisms and theories. Overall this Element helps readers to (i) understand and classify network research, (ii) use appropriate theoretical frameworks to examine network-related problems, (iii) understand how networks emerge and produce effects at different levels of analysis, and (iv) select appropriate empirical models.

We study how stress emerges and changes in an organizational setting. Traditional conservation of resources (COR) theory explains stress levels among participants in terms of whether the focal individual has sufficient resources to cope with environmental stressors. We posit that a key -- but neglected -- factor in one’s resource conservation is the distribution of stress in the overall network in which one is embedded. To investigate this social resource, we conducted a 6-month longitudinal study of 321 early- to mid-career adults in a professional masters program as they encountered the stresses of end-of-course deadlines and exams. We follow the participants’ networks as they change over this 6-month period, as well as the stress levels of the participants in the study at these stressful time points. We find that the stress levels of one’s own social contacts contribute to the experience of stress in this setting, and that one’s susceptibility to social influence depends on certain personality traits. Interestingly, we find that the extent to which social influence is critical to the participants’ stress levels depends heavily on the variance (or lack of consensus) in stress levels among those social contacts; this social effect is significantly amplified under conditions of relative consensus.

Network intervention problems often benefit from selecting a highly-connected node to perform interventions using these nodes, e.g. immunization. However, in many network contexts, the structure of network connections is unknown, leading to a challenge. We develop and examine the mathematical properties of two distinct informationally light strategies, a novel global strategy and local strategy, that yield higher degree nodes in virtually any network structure. We further identify a novel network property called Inversity, whose sign determines which of the two strategies, local or global, will be most effective for a network. We demonstrate that local and global strategies obtain a several-fold improvement in node degree relative to a random selection benchmark for generated and real networks (including contact, affiliation and online networks). In some networks, they achieve a 100-fold improvement. We show how these new strategies can be used to control contagion of an epidemic spreading across a set of village networks, finding that the strategies developed here require far fewer ($<50\%$) nodes to be immunized, relative to the random strategy baseline. Prior research has typically used the complete network structure to choose nodes for optimal seeding. The relevant network is often costly to collect, and is privacy-invasive, requiring knowing each person's network neighbors, and might not be possible to obtain for time-sensitive interventions. Our interventions are less invasive of individual privacy, since each selected node only needs to nominate some network neighbors for intervention, while mathematically guaranteed to provide better connected nodes.

This paper explores the role of local structural conditions that facilitate or hinder violence when enmity is present between parties, by examining shooting-involved violence among street gangs in Long Beach, California. Using structural balance theory, this paper investigates whether certain triadic structures in which two rival gangs i and j are related to a third gang is associated with the levels of violence that i will inflict upon j. Based on multiple regression quadratic assignment procedure to adjust for the dependent structure in the network, the results show that after controlling for individual and dyadic explanations, structural conditions are robust predictors of the levels and the directions of inter-gang violence. Structural imbalance indicates a lack of clear dominance in relations and predicts increased violence. Balanced structures tend to be much less violent; however, a gang will initiate violence if by doing so it expects to reinforce its dominant position.

Network intervention problems benefit from selecting a more connected node, which is more likely to result in stronger indirect effects. However, in many network contexts, the structure of the network is unknown. We derive and examine the mathematical properties of two distinct “informationally light” strategies, a global strategy and local strategy, that yield higher degree nodes in virtually any network structure. These strategies are based on the friendship paradox: “your friends have more friends that you do.” We further identify a novel network property called Inversity, which connects the fundamental parameters of these two strategies. We prove that the sign of Inversity for any given network determines which of the two strategies will be most effective in that network. We assess the performance of these strategies across a wide range of generative network models and real networks, and we show how to leverage network structure through these strategies even when the network structure is unknown.

In this paper we propose a complementary approach to traditional explanations of how individual network characteristics affect their ability to generate innovations. In particular, by partitioning individual networks in two mutually exclusive and exhaustive categories of ties, Simmelian vs. non- Simmelian ties, we argue for the importance of their joint consideration to explain individuals’ innovativeness. While both sets of ties provide conditions that are necessary for the generation of innovation, no one set alone provides conditions that are also sufficient to explain individual innovative outputs. In the context of three distinct business units in a large multinational semiconductor company we survey 253 engineers collecting data about their knowledge sharing network and their innovative productivity. Results show that over and above traditional predictors of innovativeness, the proportion of Simmelian ties they have critically affects their innovative capabilities. In particular we observe an inverse U-shaped relationship between proportion of Simmelian ties and individuals’ innovative output and we further observe that the upward and downward sloping of this curve becomes steeper for individuals with higher job rank. Implications for network research and practice are discussed.

Introduction: Increased teammate familiarity in emergency medical services (EMS) promotes development of positive teamwork and protects against workplace injury. Methods: Measures were collected using archival shift records, workplace injury data, and cross-sectional surveys from a nationally representative sample of 14 EMS agencies employing paramedics, prehospital nurses, and other EMS clinicians. One thousand EMS clinicians were selected at random to complete a teamwork survey for each of their recent partnerships and tested the hypothesized role of teamwork as a mediator in the relationship between teammate familiarity and injury with the PROCESS macro. ughes is Health Science Specialist, Center for Innovations in ectiveness, and Safety, Michael E. DeBakey VA Medical Center, ge of Medicine, Houston, TX. Patterson is Assistant Professor, Department of Emergency niversity of Pittsburgh School of Medicine, Pittsburgh, PA. Weaver is Post-Doctoral Fellow, Division of Sleep and Circadian epartments of Medicine and Neurology, Brigham and Women’s oston, MA, and Division of Sleep Medicine, Harvard Medical ton, MA. Gregory is Post-Doctoral Fellow, Center for Innovations in ectiveness, and Safety, Michael E. DeBakey VA Medical Center, ge of Medicine, Houston, TX. onesh is Adjunct Professor, A. B. Freeman School of Business, versity, New Orleans, LA. Landsittel is Professor and Director, Section on Biomarkers and odeling, Department of Medicine, University of Pittsburgh, PA. hardt is Professor, Heinz School of Public Policy and Management, ol of Business, Carnegie Mellon University, Pittsburgh, PA. ler is Professor and Chair, Department of Exercise and Nutrition hool of Public Health and Health Professions, University at State University of New York, Buffalo, NY. . Lazzara is Assistant Professor, Department of Human Factors, le Aeronautical University, Daytona Beach, FL. is Resident Physician, Department Emergency Medicine, Beth ness Medical Center, Boston, MA. VOLUME 43 • ISSUE 4 Results: We received 2566 completed surveys from 333 clinicians, of which 297 were retained. Mean participation was 40.5% (standard deviation [SD] = 20.5%) across EMS agencies. Survey respondents were primarily white (93.8%), male (67.3%), and ranged between 21-62 years of age (M = 37.4, SD = 9.7). Seventeen percent were prehospital nurses. Respondents worked a mean of 3 shifts with recent teammates in the 8 weeks preceding the survey (M = 3.06, SD = 4.4). We examined data at the team level, which suggest positive views of teamwork (M = 5.92, SD = 0.69). Our hypothesis that increased teammate familiarity protects against adverse safety outcomes through development of positive teamwork was not supported. Teamwork factor Partner Adaptability and Backup duardo Salas is Professor and Chair, Department of Psychology, Rice niversity, Houston, TX. onald M. Yealy is Professor and Chair, Department of Emergency edicine, University of Pittsburgh School of Medicine, Pittsburgh, PA. ork performed on this study was supported by a grant from the National stitute for Occupational Safety and Health (NIOSH), grant 1R21OH010025-01A1, and by Dr Patterson’s career development award/ L2 training grant from the National Center Research Resources and the ational Institutes of Health [NIH/NCATS grant No. KL2 TR000146] (Dr eis, PI). Interpretations of study findings do not represent the opinions or iews of NIOSH or NIH. he views expressed in this article are those of the authors and do not ecessarily reflect the position or policy of the Department of Veterans Affairs r the United States government. reliminary findings were presented as a poster presentation at the National ssociation of EMS Physicians annual meeting in New Orleans, LA, January 2-25, 2015. or correspondence, write: P. Daniel Patterson, PhD, Department of mergency Medicine, University of Pittsburgh School of Medicine, Iroquois ldg, Suite 400A, Pittsburgh, PA 15260; E-mail: pattersonpd@upmc.edu. Emerg Nurs 2017;43:339-46. vailable online 30 March 2017 099-1767 opyright © 2017 Emergency Nurses Association. Published by Elsevier Inc. ll rights reserved. E U

Introduction Increased teammate familiarity in emergency medical services (EMS) promotes development of positive teamwork and protects against workplace injury. Methods Measures were collected using archival shift records, workplace injury data, and cross-sectional surveys from a nationally representative sample of 14 EMS agencies employing paramedics, prehospital nurses, and other EMS clinicians. One thousand EMS clinicians were selected at random to complete a teamwork survey for each of their recent partnerships and tested the hypothesized role of teamwork as a mediator in the relationship between teammate familiarity and injury with the PROCESS macro. Results We received 2566 completed surveys from 333 clinicians, of which 297 were retained. Mean participation was 40.5% (standard deviation [SD] = 20.5%) across EMS agencies. Survey respondents were primarily white (93.8%), male (67.3%), and ranged between 21-62 years of age (M = 37.4, SD=9.7). Seventeen percent were prehospital nurses. Respondents worked a mean of 3 shifts with recent teammates in the 8 weeks preceding the survey (M = 3.06, SD=4.4). We examined data at the team level, which suggest positive views of teamwork (M = 5.92, SD=0.69). Our hypothesis that increased teammate familiarity protects against adverse safety outcomes through development of positive teamwork was not supported. Teamwork factor Partner Adaptability and Backup Behavior is a likely mediator (odds ratio=1.03, P = .05). When dyad familiarity is high and there are high levels of backup behavior, the likelihood of injury is increased. Discussion The relationship between teammate familiarity and outcomes is complex. Teammate adaptation and backup behavior is a likely mediator of this relationship in EMS teams with greater familiarity.

Formal organization (the set of interactions mandated through formal authority inside an organization) and informal structure (the dynamic pattern of interactions which emerges out of individuals' own volition) are inherently related, yet have traditionally been treated separately by management scholars. This symposium showcases research which embraces the interplay between formal and informal structures, and emphasizes its importance for the performance of organizations. Presentations will showcase different facets of this interplay, and different methods through which it can be investigated. The symposium will conclude with discussions by scholars whose work has greatly contributed to the emergence of work in this domain, who will reflect on the opportunities and challenges for future research and stimulate dialog with members of the audience.

Whereas recent research on organizational innovation suggests that there is an ecology of roles supporting the innovation process, the majority of network research has concentrated on the role of inventors. In this paper, we contribute to research on organizational innovation by studying the social structural conditions conducive to individuals supporting, facilitating, and promoting the innovativeness of their colleagues-a role we refer to as catalysts of innovation. We consider an individual's network position and the type of knowledge available to her through her network as key enabling conditions. We argue that the unique configuration of having access to diverse knowledge through a closed network enables individuals to act as innovation catalysts. Based on a study of 276 researchers in the research and development division of a large multinational high-tech company, we find strong support for our prediction and demonstrate that catalysts make important contributions to the innovative outputs of other researchers in terms of their colleagues' patent applications.

In this paper, we study the effect of peer influence in the diffusion of the iPhone 3G across a number of communities sampled from a large dataset provided by a major European Mobile carrier in one country. We identify tight communities of users in which peer influence may play a role and use instrumental variables to control for potential correlation between unobserved subscriber heterogeneity and friends' adoption. We provide evidence that the propensity of a subscriber to adopt increases with the percentage of friends who have already adopted. During a period of 11 months, we estimate that 14 percent of iPhone 3Gs sold by this carrier were due to peer influence. This result is obtained after controlling for social clustering, gender, previous adoption of mobile Internet data plans, ownership of technologically advanced handsets, and heterogeneity in the regions where subscribers move during the day and spend most of their evenings. This result remains qualitatively unchanged when we control for changes over time in the structure of the social network. We provide results from several policy experiments showing that, with this level of effect of peer influence, the carrier would have hardly benefitted from using traditional marketing strategies to seed the iPhone 3G to benefit from viral marketing.