Getting a Bonus: Social Networks, Performance, and Reward Among Commercial Bankers

Published Online:https://doi.org/10.1287/orsc.1090.0516

References

  • Ahuja M. K., Galletta D. F., Carley K. M. Individual centrality and performance in virtual R&D groups: An empirical study. Management Sci. (2003) 49(1):21–38LinkGoogle Scholar
  • Allison P. D. Measures of inequality. Amer. Sociol. Rev. (1978) 43(6):865–880CrossrefGoogle Scholar
  • Bonacich P., Costner H. L. Technique for analyzing overlapping memberships. Sociological Methodology (1972) 2(Jossey-Bass, San Francisco) 176–185CrossrefGoogle Scholar
  • Borgatti S. P., Foster P. C. The network paradigm in organizational research: A review and typology. J. Management (2003) 29(6):991–1013Google Scholar
  • Brass D. J. Being in the right place: A structural analysis of individual influence in an organization. Admin. Sci. Quart. (1984) 29(4):518–539CrossrefGoogle Scholar
  • Brass D. J. Men's and women's networks: A study of interaction patterns and influence in an organization. Acad. Management J. (1985) 28(2):327–343CrossrefGoogle Scholar
  • Bridges W. P., Villemez W. J. Informal hiring and income in the labor market. Amer. Sociol. Rev. (1986) 51(4):574–582CrossrefGoogle Scholar
  • Burt R. S. Network items and the general social survey. Soc. Networks (1984) 6(4):293–339CrossrefGoogle Scholar
  • Burt R. S.Structural Holes: The Social Structure of Competition (1992) (Harvard University Press, Cambridge, MA) CrossrefGoogle Scholar
  • Burt R. S. The contingent value of social capital. Admin. Sci. Quart. (1997) 42(2):339–365CrossrefGoogle Scholar
  • Burt R. S. The network structure of social capital. Res. Organ. Behav. (2000) 22:345–423CrossrefGoogle Scholar
  • Burt R. S. Structural holes and good ideas. Amer. J. Sociol. (2004) 110(2):349–399CrossrefGoogle Scholar
  • Carpenter M. A., Wade J. B. Microlevel opportunity structures as determinants of non-CEO executive pay. Acad. Management J. (2002) 45(6):1085–1103CrossrefGoogle Scholar
  • Fernandez R. M., Weinberg N. Sifting and sorting: Personal contacts and hiring in a retail bank. Amer. Sociol. Rev. (1997) 62(6):883–902CrossrefGoogle Scholar
  • Gabbay S. M.Social Capital in the Creation of Financial Capital (1997) (Stipes, Champaign, IL) Google Scholar
  • Granovetter M. The strength of weak ties. Amer. J. Sociol. (1973) 78(6):1360–1380CrossrefGoogle Scholar
  • Granovetter M. Economic action and social structure: The problem of embeddedness. Amer. J. Sociol. (1985) 91(3):481–510CrossrefGoogle Scholar
  • Granovetter M.Getting a Job (1995) 2nd ed.(University of Chicago Press, Chicago) CrossrefGoogle Scholar
  • Hansen M. T. The search-transfer problem: The role of weak ties in sharing knowledge across organization subunits. Admin. Sci. Quart. (1999) 44(1):82–111CrossrefGoogle Scholar
  • Krackhardt D., Nohria N., Eccles R. G. The strength of strong ties: The importance of philos in organizations. Networks and Organizations (1992) (Harvard Business School Press, Boston) 216–239Google Scholar
  • Lin N., Ensel W. M., Vaughan J. C. Social resources and strength of ties: Structural factors in occupational status attainment. Amer. Sociol. Rev. (1981) 46(4):393–405CrossrefGoogle Scholar
  • Marsden P. V., Hurlbert J. S. Social resources and mobility outcomes: A replication and extension. Soc. Forces (1988) 66(4):1038–1059CrossrefGoogle Scholar
  • Mehra A., Kilduff M., Brass D. J. The social networks of high and low self-monitors: Implications for workplace performance. Admin. Sci. Quart. (2001) 46(1):121–146CrossrefGoogle Scholar
  • Merton R. K. The Matthew effect in science. Science (1968) 159(3810):56–63CrossrefGoogle Scholar
  • Mizruchi M. S., Stearns L. B. Getting deals done: The use of social networks in bank decision-making. Amer. Sociol. Rev. (2001) 66(5):647–671CrossrefGoogle Scholar
  • Pfeffer J., Salancik G. R.The External Control of Organizations: A Resource Dependence Perspective (2003) (Stanford University Press, Stanford, CA) Google Scholar
  • Podolny J. M., Baron J. N. Resources and relationships: Social networks and mobility in the workplace. Amer. Sociol. Rev. (1997) 62(5):673–693CrossrefGoogle Scholar
  • Reagans R., McEvily B. Network structure and knowledge transfer: The effects of cohesion and range. Admin. Sci. Quart. (2003) 48(2):240–267CrossrefGoogle Scholar
  • Reagans R., Zuckerman E. W. Networks, diversity, and productivity: The social capital of corporate R&D teams. Organ. Sci. (2001) 12(4):502–517LinkGoogle Scholar
  • Rodan S., Galunic C. More than network structure: How knowledge heterogeneity influences managerial performance and innovativeness. Strategic Management J. (2004) 25(6):541–562CrossrefGoogle Scholar
  • Seibert S. E., Kraimer M. L., Liden R. C. A social capital theory of career success. Acad. Management J. (2001) 44(2):219–237CrossrefGoogle Scholar
  • Sparrowe R. T., Popielarz P. A. Network structure, diversity, and career progress. (2004) . Working paper, Olin School of Business, Washington University, St. LouisGoogle Scholar
  • Sparrowe R. T., Liden R. C., Wayne S. J., Kraimer M. L. Social networks and the performance of individuals and groups. Acad. Management J. (2001) 44(2):316–325CrossrefGoogle Scholar
  • Sullivan B. N., Haunschild P., Page K. Organizations nongratae? The impact of unethical corporate acts on interfirm networks. Organ. Sci. (2007) 18(1):55–70LinkGoogle Scholar
  • Useem M., Karabel J. Pathways to top corporate management. Amer. Sociol. Rev. (1986) 51(2):184–200CrossrefGoogle Scholar
  • Uzzi B. Social structure and competition in interfirm networks: The paradox of embeddedness. Admin. Sci. Quart. (1997) 42(1):35–67CrossrefGoogle Scholar
INFORMS site uses cookies to store information on your computer. Some are essential to make our site work; Others help us improve the user experience. By using this site, you consent to the placement of these cookies. Please read our Privacy Statement to learn more.