Network centrality and multiplexity: a study of sales performance

Abstract

Network literature suggests that individual embeddedness leads to performance. The authors argue that resources from intra-firm social networks are critical for gaining advantages. The contribution of the paper lies at the performance impact of the network position. Previous studies have considered two alternative views, degree and closeness, of network centrality that have been shown to impact job promotion, innovation diffusion, and wage increase. To our knowledge no work has been done to identify the specific impact of the network on sales performance. Moreover, two different types of network relations were focused on in order to analyze the multiplexity of ties: friendship and advice. Conceptual work has suggested the impact of overlapping ties on performance, however elaborated empirical evidence is lacking. Estimates from a sample of salespeople in a focal firm of input supplies reveal that having many direct ties (degree centrality) and multi-dimensional relations (advice and friendship) positively influences a salesperson's performance. The results demonstrate that salespeople can structure intra-firm ties in order to leverage firm resources and enhance individual performance.

Multidimensionality: A Cross-Disciplinary Review and Integration

“…Multiplexity has been shown to positively influence individuals' work-related outcomes, such as job performance (e.g., Cai et al, 2018;Claro et al, 2012), career achievement (Cotton et al, 2011), and entrepreneurial success (Newbert et al, 2013;Newbert & Tornikoski, 2012). To illustrate, Claro et al (2012) found that multiplexity of intrafirm social relations between salespeople improves job performance by motivating knowledge sharing between salespeople and opening up enhanced sales and margin opportunities. However, multiplexity may not always be beneficial.…”

“…Unlike the intersectionality and faultlines literatures, the multiplexity literature has solely relied upon quantitative measures. Multiplexity is typically assessed via self-reported information on the number of different social relations within dyads contained in an individual’s social network (e.g., Claro et al, 2012; Ibarra, 1992; C. M. Smith & Papachristos, 2016).…”

“…The multiplexity literature mainly focuses on the effects of multiplexity on individuals and organizations. For example, multiplexity has been shown to affect individuals’ work-related outcomes (e.g., job performance; Claro et al, 2012), attitudes (e.g., job satisfaction; Kramer, 1996), affect (e.g., stress; Kramer, 1996), perceptions (e.g., organizational identification; Bullis & Bach, 1991), and behaviors (e.g., task communication; Kramer, 1996). Multiplexity has also been shown to influence organizational processes and outcomes, such as knowledge transfer and firm performance (e.g., Aalbers, Dolfsma, & Koppius, 2014; Arregle, Hitt, Sirmon, & Very, 2007).…”

“…Multiplexity refers to the overlap of individuals’ multiple social relations with others in a dyadic relationship (Verbrugge, 1979). Organizational research has mainly explored the effects of multiplexity on individuals’ attitudes, behaviors, and performance (e.g., Brass, Butterfield, & Skaggs, 1998; Claro, Gonzalez, & Claro, 2012) as well as organizational performance (e.g., Bratkovič Kregar & Antončič, 2016). By including multiplexity in our review, we acknowledge that individuals also define themselves through their social relations.…”

Quid pro quo? The benefit of reciprocity, multiplexity, and multireciprocity in early career peer support

“…Results from a study with MBA students showed that different types of support (i.e., career & psychosocial support) were associated with higher career satisfaction (Murphy and Kram 2010). Moreover, multiplex support has also been associated with actual increased work performance, possibly because it has enabled individuals to systematically address knowledge which in turn has helped them to perform (Claro et al 2012). We transfer this reasoning with regards to peer support networks in higher education and aim to examine:…”