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Abstracts prior to volume 5(1) have been archived!

Issue 5(1), October 2010 -- Paper Abstracts

Girard  (p. 9-22)

Cooper (p. 23-32)

Kunz-Osborne (p. 33-41)

Coulmas-Law (p.42-46)

Stasio (p. 47-56)

Albert-Valette-Florence (p.57-63)

Zhang-Rauch (p. 64-70)

Alam-Yasin (p. 71-78)

Mattare-Monahan-Shah (p. 79-94)

Nonis-Hudson-Hunt (p. 95-106)

JOURNAL OF MANAGEMENT POLICY AND PRACTICE

The Ties that Influence: A Social Network Analysis of Prototypical

Employees’ Effects on Job Attitudes among Coworkers

Author(s): Thomas J. Zagenczyk, Ray Gibney, W. Timothy Few, Russell L. Purvis

Citation: Thomas J. Zagenczyk, Ray Gibney, W. Timothy Few, Russell L. Purvis, (2013) "The Ties that Influence: A Social Network Analysis of Prototypical Employees’ Effects on Job Attitudes among Coworkers," Journal of Management Policy and Practice, Vol. 14, Iss. 4, pp. 26 - 42

Article Type: Research paper

Publisher: North American Business Press

Abstract:

We explore whether or not “prototypical” employees – employees who represent the goals and values of

the organization - are socially influential. We contend that employees will hold similar attitudes

(organizational commitment, job satisfaction) to those of prototypical employees when strong (as opposed

to weak) tie relationships characterized by friendship or advice exist between an employee and a

coworker. A social networks study of admissions department employees revealed that employees tend to

have similar organizational commitment and job satisfaction to prototypical coworkers with whom they

maintain strong friendship ties as well those with whom they maintain strong advice ties.