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- Publisher Website: 10.1111/joop.12271
- Scopus: eid_2-s2.0-85064638115
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Article: Network Reconfiguration: The Implications of Recognizing Top Performers in Teams
Title | Network Reconfiguration: The Implications of Recognizing Top Performers in Teams |
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Authors | |
Keywords | field experiment social network social recognition team |
Issue Date | 2019 |
Publisher | John Wiley & Sons Ltd. The Journal's web site is located at http://onlinelibrary.wiley.com/journal/10.1111/(ISSN)2044-8325 |
Citation | Journal of Occupational and Organizational Psychology, 2019, v. 92 n. 4, p. 825-847 How to Cite? |
Abstract | Social recognition programme is a frequently used motivational tool in organizations. It serves two purposes: to recognize award recipients’ exceptional performance, and to motivate other employees to work hard for future social recognition. However, when work is interdependent, recognizing just one team member but not others constitutes a salient social comparison situation. In this study, we introduce a generalized concept of network reconfiguration. In a field experiment, we track dyadic interactions before and after social recognition of the top performers in teams, and document substantial changes in teams’ social network structures during this period of time. Using latent change score modelling to test for the presence of network reconfiguration at individual (i.e., centrality) and team (i.e., density) levels of analysis, we find that socially recognizing a top performer does, in fact, influence network reconfiguration processes. In our study context, the network reconfiguration process takes place around the top performer, with team members becoming significantly less connected with him or her. We also find a negative impact on team performance for teams that experience higher levels of network reconfiguration due to team procedural injustice. |
Persistent Identifier | http://hdl.handle.net/10722/284478 |
ISSN | 2023 Impact Factor: 4.9 2023 SCImago Journal Rankings: 2.529 |
ISI Accession Number ID |
DC Field | Value | Language |
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dc.contributor.author | Zheng, X | - |
dc.contributor.author | Zhao, H | - |
dc.contributor.author | Liu, X | - |
dc.contributor.author | Li, N | - |
dc.date.accessioned | 2020-08-07T08:58:12Z | - |
dc.date.available | 2020-08-07T08:58:12Z | - |
dc.date.issued | 2019 | - |
dc.identifier.citation | Journal of Occupational and Organizational Psychology, 2019, v. 92 n. 4, p. 825-847 | - |
dc.identifier.issn | 0963-1798 | - |
dc.identifier.uri | http://hdl.handle.net/10722/284478 | - |
dc.description.abstract | Social recognition programme is a frequently used motivational tool in organizations. It serves two purposes: to recognize award recipients’ exceptional performance, and to motivate other employees to work hard for future social recognition. However, when work is interdependent, recognizing just one team member but not others constitutes a salient social comparison situation. In this study, we introduce a generalized concept of network reconfiguration. In a field experiment, we track dyadic interactions before and after social recognition of the top performers in teams, and document substantial changes in teams’ social network structures during this period of time. Using latent change score modelling to test for the presence of network reconfiguration at individual (i.e., centrality) and team (i.e., density) levels of analysis, we find that socially recognizing a top performer does, in fact, influence network reconfiguration processes. In our study context, the network reconfiguration process takes place around the top performer, with team members becoming significantly less connected with him or her. We also find a negative impact on team performance for teams that experience higher levels of network reconfiguration due to team procedural injustice. | - |
dc.language | eng | - |
dc.publisher | John Wiley & Sons Ltd. The Journal's web site is located at http://onlinelibrary.wiley.com/journal/10.1111/(ISSN)2044-8325 | - |
dc.relation.ispartof | Journal of Occupational and Organizational Psychology | - |
dc.rights | Preprint This is the pre-peer reviewed version of the following article: [FULL CITE], which has been published in final form at [Link to final article using the DOI]. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Use of Self-Archived Versions. Postprint This is the peer reviewed version of the following article: [FULL CITE], which has been published in final form at [Link to final article using the DOI]. This article may be used for non-commercial purposes in accordance with Wiley Terms and Conditions for Use of Self-Archived Versions. | - |
dc.subject | field experiment | - |
dc.subject | social network | - |
dc.subject | social recognition | - |
dc.subject | team | - |
dc.title | Network Reconfiguration: The Implications of Recognizing Top Performers in Teams | - |
dc.type | Article | - |
dc.identifier.email | Zhao, H: hhzhao@hku.hk | - |
dc.identifier.authority | Zhao, H=rp02124 | - |
dc.description.nature | link_to_subscribed_fulltext | - |
dc.identifier.doi | 10.1111/joop.12271 | - |
dc.identifier.scopus | eid_2-s2.0-85064638115 | - |
dc.identifier.hkuros | 311906 | - |
dc.identifier.volume | 92 | - |
dc.identifier.issue | 4 | - |
dc.identifier.spage | 825 | - |
dc.identifier.epage | 847 | - |
dc.identifier.isi | WOS:000494514000006 | - |
dc.publisher.place | United Kingdom | - |
dc.identifier.issnl | 0963-1798 | - |