Negative ties in organizational networks

Most network research in organizations assumes away the dissociative forces instantiated in negative ties, instead pursuing ties that reflect only associative forces, to the detriment of understanding organizational networks. This essay provides a brief history of negative tie research in organizations; discusses different definitions of negative ties, situating them within the tripartite model of interpersonal attitudes; suggests alternative paths to network dynamics when considering negative ties; covers existing and suggested paths to studying personality antecedents of negative ties; and briefly reviews the research on the consequences of negative ties in organizations and suggestions for future work.