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Abstracts prior to volume 5(1) have been archived!

Issue 5(1), October 2010 -- Paper Abstracts
Girard  (p. 9-22)
Cooper (p. 23-32)
Kunz-Osborne (p. 33-41)
Coulmas-Law (p.42-46)
Stasio (p. 47-56)
Albert-Valette-Florence (p.57-63)
Zhang-Rauch (p. 64-70)
Alam-Yasin (p. 71-78)
Mattare-Monahan-Shah (p. 79-94)
Nonis-Hudson-Hunt (p. 95-106)



JOURNAL OF MANAGEMENT POLICY AND PRACTICE


The Ties that Influence: A Social Network Analysis of Prototypical
Employees’ Effects on Job Attitudes among Coworkers


Author(s): Thomas J. Zagenczyk, Ray Gibney, W. Timothy Few, Russell L. Purvis

Citation: Thomas J. Zagenczyk, Ray Gibney, W. Timothy Few, Russell L. Purvis, (2013) "The Ties that Influence: A Social Network Analysis of Prototypical Employees’ Effects on Job Attitudes among Coworkers," Journal of Management Policy and Practice, Vol. 14, Iss. 4, pp. 26 - 42

Article Type: Research paper

Publisher: North American Business Press

Abstract:

We explore whether or not “prototypical” employees – employees who represent the goals and values of
the organization - are socially influential. We contend that employees will hold similar attitudes
(organizational commitment, job satisfaction) to those of prototypical employees when strong (as opposed
to weak) tie relationships characterized by friendship or advice exist between an employee and a
coworker. A social networks study of admissions department employees revealed that employees tend to
have similar organizational commitment and job satisfaction to prototypical coworkers with whom they
maintain strong friendship ties as well those with whom they maintain strong advice ties.