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Overview
This advice is contrary to the usual social network emphasis on securing relations with well-connected people. Neighbor Networks examines the cases of analysts, bankers, and managers, and finds that rewards, in fact, do go to people with well-connected colleagues. Look around your organization. The individuals doing well tend to be affiliated with well-connected colleagues.
However, the advantage obvious to the naked eye is misleading. It disappears when an individual's own characteristics are held constant. Well-connected people do not have to affiliate with people who have nothing to offer. This book shows that affiliation with well-connected people adds stability but no advantage to a person's own connections. Advantage is concentrated in people who are themselves well connected.
This book is a trail of argument and evidence that leads to the conclusion that individuals make a lot of their own network advantage. The social psychology of networks moves to center stage and personal responsibility emerges as a key theme. In the end, the social is affirmed, but with an emphasis on individual agency and the social psychology of networks. The research gives new emphasis to Coleman's initial image of social capital as a forcing function for human capital.
This book is for academics and researchers of organizational and network studies interested in a new angle on familiar data, and as a supplemental reading in graduate courses on social networks, stratification, or organizations. A variety of research settings are studied, and diverse theoretical perspectives are taken. The book's argument and evidence are supported by ample appendices for readers interested in background details.
Product Details
ISBN-13: | 9780199570690 |
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Publisher: | Oxford University Press |
Publication date: | 03/12/2010 |
Pages: | 389 |
Product dimensions: | 5.70(w) x 9.20(h) x 1.20(d) |
About the Author
Table of Contents
List of Figures xv
List of Tables xix
1 Introduction 1
People You Know versus the People They Know 2
So What? 6
Overview of the Book 8
Part I Establishing Secondhand Brokerage 17
2 Process Clues in Network Spillover 19
Direct Access to Structural Holes 23
Indirect Access to Structural Holes 30
Possible Returns to Indirect Access 39
Summary 56
3 Balkanized Networks 59
Product Launch Network 59
Supply-Chain Organization 72
Summary 79
4 More Connected Networks 80
A Human Resources Organization 80
HR Returns to Brokerage 83
Two Divisions in Financial Services 85
Banker Returns to Brokerage 91
Analyst Returns to Brokerage 93
Conclusions 99
Part II Testing the Perimeter 115
5 Industry Networks 117
Direct Access to Structural Holes 117
Indirect Access to Structural Holes 132
Conclusion 142
6 Closure and Stability 151
Social Chaos in Financial Services 153
Direct and Indirect Embedding 155
Reputation Stability 161
Network Decay 171
Conclusions 179
7 Mishpokhe, Not 192
Inside and Outside Brokerage 192
Why this Chapter 194
Network Diagnostics Indicating a Diversity Problem 195
Hierarchy is the Active Ingredient 203
Strategic Partners and Partner Networks 208
Conclusion 213
Part III Exploring Implications 219
8 Bent Preferences 221
Agency in Networks 221
Perception in Network Context 227
Network Defines Peers 247
Perception Defines the Network 268
Summary 279
Appendices 281
A Measuring the Network 281
B Measuring Access to Structural Holes 293
C Measuring Analyst Accuracy 305
D Industry Networks 308
E Means, Standard Deviations, and Correlations 318
F Network Weights for the Organization in Figure 8.5 324
G Denning Network Peers 329
References 366
Index 387