342RE: [ona-prac] Re: Ego/personal networks and ONA
- Jan 8, 2007I think Burt & Ronchi stayed away from the personality components in their analysis, but I need to re-read that article. Indeed, the combination of the structuralist (social network) position and personality dimensions needs more work. They are such antithetical positions; the sociologists vs the psychologist....it's the structure that enables action; no, it's the personality. Of course it's a combination of the two.
I'll pass this by some other Raytheon colleagues and get their input.
Program Management, Enterprise Applications
Date: Sun, 7 Jan 2007 15:47:51 -0500
Subject: Re: [ona-prac] Re: Ego/personal networks and ONAInteresting. .. Ron Burt and Don Ronchi did a study about teaching
execs about social capital... I think @ Raytheon.
By the teaching execs to be aware of social capital [and the benefits
of that], did this increase their self-monitoring behavior???
From the Brass article it appears that high self-monitors would
choose positions surrounded by structural holes, which is what Burt
ad Ronchi advised... hmmm.
Here is the Mehra/Kilduff/ Brass article...
http://www.personal .psu.edu/ mxk6/selfmon. pdf
Here is the Burt/Ronchi article...
http://faculty. chicagogsb. edu/ronald. burt/research/ TESSC.pdf
On Jan 7, 2007, at 2:43 PM, Paul Burton wrote:
> Regarding personality and network measures, see Mehra, A., Kilduff,
> M & Brass, D. (2001): The Social Networks of High and Low Self
> Monitors: Implications for Workplace Performance. Admin Science
> Quarterly 46, 121-146. Abstract below:
> Examines how different personality types create and benefit from
> social networks. Tested how self-monitoring orientation and network
> position related to work performance. High self monitors were more
> likely than low self monitors to occupy central positions in a
> network. For high self monitors, longer service (tenure) related to
> the occupancy of strategically advantageous network positions.
> Third, self-monitoring and centrality in social networks
> independently predicted individual's workplace performance. The
> results paint a picture of people shaping the networks that
> constrain and enable performance.
> Paul BurtonProgram Management, Enterprise ApplicationsRaytheo n
> CompanyPBurton3@ hotmail.com
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