Multiplex Conflict: Examining the Effects of Overlapping Task and Relationship Conflict on Advice Seeking in Organizations

Marineau, Joshua E.; Hood, Anthony C.; Labianca, Giuseppe

doi:10.1007/s10869-017-9511-z

Cited by 42 publications

(37 citation statements)

References 80 publications

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“…For example, similarity of level has been shown to have a positive and significant effect on the formation of "energy" relationships among school administrators (Daly, Liou, & Brown, 2016), on tie strength among Brazilian manufacturing employees (de Oliveira Maciel & Netto, 2018), and on cross-unit, advice-seeking ties among senior leaders in a Fortune 200 agribusiness company in America (Gray, Bunderson, et al, 2019). Among studies reporting a negative and significant effect of hierarchical similarity on social structure are Marineau, Hood, and Labianca's (2018) examination of advice-seeking relations in a 75-person, life sciences firm in the midwestern USA. Among those reporting negative and non-significant effects are a study of knowledge-sharing networks in an American engineering organization (Poleacovschi & Javernik-Will, 2019), one of cooperative relationships among top executives in two German multinationals (Rank & Tuschke, 2010), another on advice relations among senior executives of an Italian yacht builder (Lomi, et al, 2014), and also one on adviceseeking relations after an acquisition (Mirc & Parker, 2019).…”

Section: Same Hierarchical Levelmentioning

confidence: 99%

“…A number of studies have reported positive and significant effects of formally delineated sub-groupings on the formation of social or informal ties in organizations. For example, Marineau, Hood, and LaBianca (2018) reported a positive and statistically significant effect on advice-seeking ties when both members of a dyad reported to the same supervisor. Other sub-groupings reported to have positive and significant effects include membership in (a) the same department on collaboration formation among investigators in an American medical school (Kabo, et al, 2014;Kabo, et al, 2015), (b) the same department on tie strength in a Brazilian engine manufacturer (de Oliveria Maciel & Netto, 2018), (c) the same subsidiary on advice relations across "five separate, quasi-independent" units of an Italian yacht builder (Lomi, et al, 2014), (d) the same unit in a study of advice, creative, and friendship relations in a South Korean advertising agency (Lee & Lee, 2015), (e) the same office on advice relations in a corporate law firm in New England (Lazega & van Duijn, 1997), (f) the same clinical directorate on advice relations in a community of Italian physicians (Mascia, et al, 2015), (g) the same legacy firm on advice relations after the merger of two recruiting consultancies (Mirc & Parker, 2019), (h) the same subject group on advice-seeking ties among educators at six English secondary schools (Ortega, Boda, Thompson, & Daniels, 2020), and (i) the same unit on knowledge acquisition ties among scientists in the R&D division of a large multinational technology company (Tortoriello, Reagans, & McEvily, 2012).…”

Section: Same Group Membershipmentioning

confidence: 99%

“…Typical of studies reporting a positive and significant impact are an examination of affective and instrumental ties in a South Korean advertising agency (Lee & Lee, 2015), of knowledge transfer ties among R&D department employees in a South Korean manufacturer of semi-conductors (Kang & Kim, 2017), of information-seeking ties among Italian government workers (Zappa & Robins, 2016), and of advice relations among Italian physicians (di Vincenzo & Mascia, 2017). Positive and non-significant results were reported in a study of advice-seeking relations in an American life sciences company (Marineau, et al, 2018) and advice-and information-seeking relations among secondary school teachers in Belgium (Geearts, et al, 2018). Notably, Ortega et al (2020) reported a negative and insignificant effect on advice-seeking ties among educators in several English secondary schools.…”

Section: Same Formal Rolementioning

confidence: 99%

See 2 more Smart Citations

On the “missing link” between formal organization and informal social structure

Hunter

Bentzen²,

Taug³

2020

J Org Design

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Over the last 40 years, organizational scholars have repeatedly called for more research to reconcile formalist and social network approaches to the intraorganizational structure. The former has primarily been concerned with the reporting relationship which manifests as the chain of command while research on the informal social structure relegates the reporting relationship to a wide and varied range of instrumental and affective relationships such as advice-seeking, knowledgesharing, trust, and friendship which span the boundaries that the chain of command defines. In this study, we employ the chain of command distance-the length along the chain of command of a path connecting a pair of organizational actors-as the basis for formulating and testing hypotheses about how the formal organization and the informal social structure influence one another. First, we argue that whereas the formal structure affords only one, often very lengthy, path between any pair of actors, the combination of formal and informal structures results in a greater number of significantly shorter paths between actors. Next, we consider one effect of the formal organization on the informal social structure. In particular, we argue that there is an inverse relationship between the chain of command distance and the likelihood of a social or informal connection forming between a pair of actors. We test our hypotheses with demographic data collected from a public sector provider of health, education, and welfare services in rural Norway.

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Section: Same Hierarchical Levelmentioning

confidence: 99%

Section: Same Group Membershipmentioning

confidence: 99%

Section: Same Formal Rolementioning

confidence: 99%

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On the “missing link” between formal organization and informal social structure

Hunter

Bentzen²,

Taug³

2020

J Org Design

View full text Add to dashboard Cite

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“…Scholars have shown that multiplexity positively influences attitudes, such as job satisfaction (Kramer, 1996). Furthermore, multiplexity enhances perceptions, such as organizational identification (Bullis & Bach, 1991) and leader-member exchange (LMX) quality (Zagenczyk, Purvis, Shoss, Scott, & Cruz, 2015), and promotes work-related behaviors, such as cooperation (Lazega & Pattison, 1999) and advice seeking (Marineau, Hood, & Labianca, 2018; Siciliano, 2015). However, researchers have also found that multiplexity increases negative affect as individuals adjust to new jobs (Kramer, 1996).…”

Section: An Overview Of Multidimensionalitymentioning

confidence: 99%

Multidimensionality: A Cross-Disciplinary Review and Integration

Liu

Park

Hymer

et al. 2018

Journal of Management

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Individuals are inherently multidimensional, containing bundles of attributes and social relations. As multidimensionality research has evolved independently and in a disconnected fashion, our knowledge of multidimensionality and its outcomes in organizations is fragmented and rarely integrated. By reviewing relevant articles from the intersectionality, faultlines, and multiplexity literatures, we present a comprehensive overview of each literature, as well as discuss their theoretical foundations, measurement, and current state. Thus, we provide a holistic and synthesized perspective of how multidimensionality is experienced in organizations. We further identify a series of research questions to spur future research on multidimensionality.

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“…The dynamics of both positive and negative links are symmetric and monotonic. The role of negative relationships and conflict in organizational networks has already been highlighted [108][109][110][111] and moreover, it has recently advanced to multiplex conflict relationships [112].…”

Section: Intrinsic Emergence Of Negative Links Even Absent Initiallymentioning

confidence: 99%

Promoters versus Adversaries of Change: Agent-Based Modeling of Organizational Conflict in Co-Evolving Networks

2020

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The social adoption of change is usually hard because in reality, forces opposing the social adoption of change manifest. This situation of organizational conflict corresponds to the case where two competing groups of influential agents (“promoters” versus “adversaries” of change) operate concurrently within the same organizational network. We model and explore the co-evolution of interpersonal ties and attitudes in the presence of conflict, taking into account explicitly the microscopic “agent-to-agent” interactions. In this perspective, we propose a new ties-attitudes co-evolution model where the diffusion of attitudes depends on the weights and the evolution of weights is formulated as a “learning mechanism” (weight updates depend on the previous values of both weights and attitudes). As a result, the co-evolution is intrinsic/endogenous. We simulate representative scenarios of conflict in 4 real organizational networks. In order to formulate structural balance in directed networks, we extended Heider’s definition of balance considering directed triangles. The evolution of balance involves two stages: first, negative links pop up disorderly and destroy balance, but after some time, as new negative links are formed, a “new” balance is re-established. This “new” balance is emerging concurrently with the polarization of attitudes or domination of one attitude. Moreover, same-minded agents are positively linked and different-minded agents are negatively-linked. This macroscopic self-organization of the system is due only to agent-to-agent interactions, involving feedbacks on weight updates at the local microscopic level.

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Multiplex Conflict: Examining the Effects of Overlapping Task and Relationship Conflict on Advice Seeking in Organizations

Cited by 42 publications

References 80 publications

On the “missing link” between formal organization and informal social structure

On the “missing link” between formal organization and informal social structure

Multidimensionality: A Cross-Disciplinary Review and Integration

Promoters versus Adversaries of Change: Agent-Based Modeling of Organizational Conflict in Co-Evolving Networks

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