Cognitive social structures in social network research: A review

Brands, Raina A.

doi:10.1002/job.1890

Cited by 154 publications

(138 citation statements)

References 140 publications

Supporting

Mentioning

134

Contrasting

Unclassified

Order By: Relevance

“…We examine the impact of relational schemas on the evolution of leadership structures. By demonstrating that people dynamically adjust their leadership attributions to the changing pattern of leadership relations emerging around them, but do so through the interpretive lens of relational schemas, our study responds to recent calls to elucidate the "dynamic interplay" between individual cognition and interpersonal networks (Balkundi & Kilduff, 2006;Brands, 2013;Ibarra, Kilduff, & Tsai, 2005).…”

Section: Contributionsmentioning

confidence: 72%

“…Fifth, our work contributes to a stream of management theory that began to unveil the role of cognitive schemas in shaping people's leadership attributions (Brands, 2013;Epitropaki & Martin, 2004;Gawronskyi, Walther, & Blank, 2005). Recent work looked at how interpersonal perceptions (DeRue et al, 2015), beliefs that groups are best led by a single or by multiple leaders (Leadership Structure Schemas, DeRue & Ashford, 2010), and person-in-situation schemas (e.g., Leader-in-SocialNetwork schema, Brands, Menges, & Kilduff, 2015) affect emergent leadership structures.…”

Section: Contributionsmentioning

confidence: 96%

“…The ability to act competently in social interactions requires people to develop a sufficiently accurate understanding of the interpersonal network within which they are embedded (Brands, 2013).…”

Section: Theory People Hold a Linear-ordering Schema To Process Leadementioning

confidence: 99%

“…Network accuracy is defined as "the degree of similarity between an individual's perception of the structure of […] relationships […] and the actual structure of those relationships" (Casciaro, Carley, & Krackhardt, 1999: 286) and is argued to be a source of advantage (Brands, 2013). …”

Section: Modeling the Evolution Of Informal Leadership Structuresmentioning

confidence: 99%

See 3 more Smart Citations

Emergent Leadership Structures in Informal Groups: A Dynamic, Cognitively Informed Network Model

Carnabuci

Emery

Brinberg

2018

Organization Science

View full text Add to dashboard Cite

This paper advances novel theory and evidence on the emergence of informal leadership networks in groups that feature no formally designated leaders or authority hierarchies. Integrating insights from relational schema and network theory, we develop and empirically test a 3-step process model. The model's first hypothesis is that people use a "linear-ordering schema" to process information about leadership relations. Taking this hypothesis as a premise, the second hypothesis argues that whenever an individual experiences a particular leadership attribution to be inconsistent with the linear-ordering schema, s/he will tend to reduce the ensuing cognitive inconsistency by modifying that leadership attribution. Finally, the third hypothesis builds on this inconsistency-reduction mechanism to derive implications about a set of network-structural features (asymmetry, a-cyclicity, transitivity, popularity, and inverse-popularity) that are predicted to endogenously emerge as a group's informal leadership network evolves. We find broad support for our proposed theoretical model using a multi-method, multi-study approach combining experimental and empirical data. Our study contributes to the organizational literature by illuminating a socio-cognitive dynamics underpinning the evolution of informal leadership structures in groups where formal authority plays a limited role.

show abstract

Section: Contributionsmentioning

confidence: 72%

Section: Contributionsmentioning

confidence: 96%

Section: Theory People Hold a Linear-ordering Schema To Process Leadementioning

confidence: 99%

Section: Modeling the Evolution Of Informal Leadership Structuresmentioning

confidence: 99%

See 2 more Smart Citations

Emergent Leadership Structures in Informal Groups: A Dynamic, Cognitively Informed Network Model

Carnabuci

Emery

Brinberg

2018

Organization Science

View full text Add to dashboard Cite

show abstract

“…Our third theme, cognitive networks, is gathering growing interest in applications of social network theories to organizational phenomena (see Brands, 2013 for a review of this work). Cognitive networks are mental representations of individuals' social networks in which there are actors ("nodes") and the relationships among them ("ties").…”

Section: )mentioning

confidence: 99%

Tracing Structure, Tie Strength, and Cognitive Networks in LMX Theory and Research

Sparrowe

Emery

2015

Oxford Handbooks Online

View full text Add to dashboard Cite

This chapter reflects on the growing relationship between Leader-Member Exchange (LMX) theory and research and social network analysis. We first discuss the themes of structure and tie strength in relation to several of the theoretical formulations of LMX theory that have served as the foundation for subsequent research. This section proceeds chronologically, beginning with the earliest work on the Vertical Dyad Linkage (as the LMX perspective was initially known) and concluding with recent empirical research integrating LMX and social networks. Our goal is to provide a narrative review of the development of the themes of structure and tie strength within the LMX literature. We then turn to recent developments in the field in which LMX differentiation figures prominently both theoretically and empirically, and engage in a close critical reading of this work from the perspective of cognitive social networks. We conclude by summarizing the opportunities for future research that emerge from our narrative and conceptual analysis.

show abstract

Organizational roles in a sustainability alliance network

2020

View full text Add to dashboard Cite

Sustainability alliance networks offer a collaborative governance strategy to address both environmental and societal challenges too large for any single organization. While alliance networks, and particularly sustainability alliances, have been studied in a number of contexts, few alliances have been explored under the context of commercial building energy use-a sector with a multitude of policy, organizational, and technical barriers to the deployment of innovative energy-and cost-saving strategies. In this research, we articulate a framework wherein organizations can assume varying roles across an alliance network based on the organizations' objectives, organizational resources, and the relationships or ties formed with other alliance members. Further, we show that particular roles within one alliance network have implications for the types of knowledge gained and the knowledge shared across the network. Our mixed-method study draws from several data sources, employs analytic induction, and is supplemented by social network analysis in order to examine an energy efficiency-focused sustainability alliance comprised of a broad coalition of stakeholders, including US government agencies, federally funded research laboratories, private firms, and trade associations. We develop a typology for six types of organizational roles identified in an energy efficiency alliance network-each role possessing varying implications for the organization's access to and sharing of knowledge.

show abstract

Cognitive social structures in social network research: A review

Cited by 154 publications

References 140 publications

Emergent Leadership Structures in Informal Groups: A Dynamic, Cognitively Informed Network Model

Emergent Leadership Structures in Informal Groups: A Dynamic, Cognitively Informed Network Model

Tracing Structure, Tie Strength, and Cognitive Networks in LMX Theory and Research

Organizational roles in a sustainability alliance network

Contact Info

Product

Resources

About