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ItemStructural Logic of Intraorganizational NetworksRank, ON ; Robins, GL ; Pattison, PE (INFORMS, 2010-05-01)In this study we examine the structural logic underlying complex intraorganizational networks. Drawing on different propositions about structural regularities in networks and using a comparative case study, we empirically investigate the structural logic of collaborative networks for the strategic decision process in two German corporations. In both organizations, data were gathered on cooperative relationships between all managers belonging to the top two management levels. We model structural regularities at the dyadic and the extradyadic level by applying a class of multivariate exponential random graph models. Our findings contribute to the existing literature in three ways: (1) Although networks are particularly likely to exhibit some types of structural regularities (e.g., reciprocity and transitivity), there are other relational forms such as cycles that seem to be of limited relevance. (2) Structural regularities are not limited to a single type of relation but may comprise instrumental and affective relational ties simultaneously. (3) An organization's formal cooperation structure has surprisingly limited influence on the structural patterns of cooperation, whereas friendship ties are embedded in managers' regular interaction patterns in many different ways.
ItemPerceived acceptance and work standards as predictors of work attitudes and behavior and employee psychological distress following an internal business mergerJoslin, F ; Waters, L ; Dudgeon, P (EMERALD GROUP PUBLISHING LIMITED, 2010-01-01)Purpose This study aims to test the relationship between two measures of sociocultural adjustment (perceived acceptance and work standard) with work attitudes and behavior and with psychological distress following an internal merger of two previously distinct working groups within the one business. Design/methodology/approach A field study, using a cross‐sectional design, was used to assess the reactions of 250 employees (host employees=170; relocated employees=80) who had undergone an internal merger within a communications company. Findings Perceived acceptance and work standards following the merger were significantly related to work attitudes and behavior for both the host and the relocated employees. There was no direct relationship between perceived acceptance and work standards with psychological distress. However, work attitudes and behavior were found to mediate the indirect effect of perceived acceptance and work standards on psychological distress. Research limitations/implications The findings must be considered within the limitations of the study which include the use of a cross‐sectional design and testing within one business setting. Practical implications The research suggests that ensuring that employees from both pre‐merger groups are assisted in feeling accepted in the new culture and that both groups are giving support and resources to maintain work standards are important factors in managing post‐merger integration. Originality/value The study is the first to empirically test Berry's concepts of sociocultural adjustment, neutrality and asymmetry within an internal business merger.