Séminaires

WHEN BROKERAGE BETWEEN FRIENDSHIP CLIQUES ENDANGERS TRUST: A PERSONALITY–NETWORK FIT PERSPECTIVE

Management et Ressources Humaines

Intervenant : Martin Kilduff
Professor , University College London, UK

4 mai 2017 - Bernard Ramanantsoa room, building V - De 14h00 à 15h30


Workplace friendship obligations of openness and favoritism are likely to conflict with organizational norms of discretion and neutrality. This dilemma is especially apparent for Simmelian brokers, who divide time and attention across multiple otherwise disconnected friendship cliques. In two samples, we found support for the core idea that the fit between the requirements of the network role and the personality of the individual facilitates trust. Simmelian brokers are trusted by their friends if they exhibit a role-appropriate diplomatic personality style involving flexibility of self-presentation (high self-monitoring) and inhibition of verbal loquaciousness (low blirtatiousness). Of course, not everyone engages in Simmelian brokerage. Some individuals experience a strongly cohesive situation: a single friendship clique within which they are embedded. For these non-brokers, we hypothesized and found that the most appropriate trait combination likely to maintain the trust of a group of tightly-bound colleagues involved a forthright, be-true-to-yourself, loquacious personality style (i.e., low self-monitoring, high blirtatiousness). In introducing a personality-network fit perspective concerning whether Simmelian brokers are trusted by their colleagues, we help reconcile discrepancies in prior literature concerning whether or not these brokers are paralyzed into indecision by cross pressures. Brokers who flexibly and guardedly manage individuality facilitate interconnection across cliques.

Bio

Martin Kilduff (PhD Cornell, 1988) is Professor of Organizational Behavior at the UCL School of Management and former editor of Academy of Management Review (2006-08). His research focuses on the micro-foundations and consequences of individuals' social networks, with particular emphasis on the role of personality, cognition, and emotion in these processes. His recent work investigates: the career benefits and drawbacks of working under a high-reputation boss (AMJ, 2016); the relative effects of personality and network position on career outcomes (Organization Science, 2015); and the extent to which men and women leaders are evaluated by the social network contexts in which they work (Organization Science, 2015).

Bowing Before Dual Gods: How Structured Flexibility Sustains Organizational Hybridity

Management et Ressources Humaines

Intervenant : Marya L. Besharov
Associate Professor of Organizational Behavior , Cornell University

22 mars 2017 - T037 - De 10h00 à 11h30


The increasing prevalence and variety of hybrid organizations challenges scholars and practitioners. How do these organizations successfully sustain seemingly incompatible missions and goals over time? Mounting research emphasizes either stable organizational features or dynamic processes. Our in-depth, 10-year study of a social enterprise in Southeast Asia highlights the critical role of both, unfolding how consistent organizational features and shifting enactment processes interact to sustain seemingly incompatible dual missions. We capture these findings in a model of structured flexibility. The model shows how ongoing processual shifts in meanings and practices create flexibility in how leaders enact dual missions. Such flexibility, however, depends on consistent, stable organizational features—in particular, dedicated structures, roles, and relationships that serve as guardrails holding leaders accountable to each mission, as well as leaders’ paradoxical cognitive frames that accommodate both contradictory and interdependent relationships between dual missions. By unpacking the interplay between stable and dynamic aspects of dual missions, our structured flexibility model offers new insight into how hybridity unfolds and is sustained over time.

Routine Regulation: Balancing Contrasting Goals in Organizational Routines

Management et Ressources Humaines

Intervenant : Claus Rerup
Associate professor , Western University, Ivey Business School

9 décembre 2016 - T025 - De 10h00 à 11h30

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Managerial Role Transitions for Members of HighReliability Occupations

Management et Ressources Humaines

Intervenant : Nishani Siriwardane
Harvard Business School

5 décembre 2016 - T104 - De 09h10 à 10h40

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Do Women Network Differently From Men? Gender and Contact Mobilization in the Search for Managerial Work

Management et Ressources Humaines

Intervenant : Adam M. Kleinbaum
Tuck School of Business, Dartmouth College, USA

28 octobre 2016 - Room Bernard Ramanantsoa - De 10h30 à 12h00


Abstract

To date, research on network-based mechanisms contributing to the gender gap in career attainment has primarily focused on gender differences in network structure, implicitly assuming that structure determines how people use their networks. Contrary to these predictions, status construction theory suggests that women might mobilize more contacts then men because they seek gender-specific advice and information from women peers. To empirically examine gender differences in tie mobilization, we exploit a strategic setting, in which male and female students in an elite MBA program have access to their school’s alumni database, thus largely equalizing their potential network and enabling us to disentangle effects of network structure from tie mobilization. Using a unique dataset of server logs of students’ use of this database, we find that women mobilize more contacts primarily because they mobilize more women peers, a result consistent with women seeking gender-specific advice and information. We also do not find evidence to support an alternative interpretation of our results that women mobilize more contacts to compensate for gender-biases in hiring. Our findings suggest that equalizing access to potential networks can be an important step toward promoting gender equity in career attainment.

Contacts  

Département Management et Ressources Humaines

Campus HEC Paris
1, rue de la Libération
78351 Jouy-en-Josas cedex
France

Faculté  

Charles-Henri BESSEYRE DES HORTS

Management et Ressources Humaines

Voir le CV

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