Abstract
This article examines how different personality types create and benefit from social networks in organizations. Using data from a 116-member high-technology firm, we tested how self-monitoring orientation and network position related to work performance. First, chameleon-like high self-monitors were more likely than true-to-themselves low self-monitors to occupy central positions in social networks. Second, for high (but not for low) self-monitors, longer service in the organization related to the occupancy of strategically advantageous network positions. Third, self-monitoring and centrality in social networks independently predicted individuals' workplace performance. The results paint a picture of people shaping the networks that constrain and enable performance.
Original language | English |
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Pages (from-to) | 121-146 |
Number of pages | 26 |
Journal | Administrative Science Quarterly |
Volume | 46 |
Issue number | 1 |
DOIs | |
State | Published - Mar 2001 |
ASJC Scopus subject areas
- Arts and Humanities (miscellaneous)
- Sociology and Political Science
- Public Administration