Tie Loss and Tie Gain: Trust & efficiency during management transitions
Charles Galunic, Claudia Jonczyk Sédès, Yonghoon Lee & Ben Bensaou
| Résumé |
In this paper we examine the changes newly promoted professionals in
three service firms (auditors, consultants, and lawyers) experience
to their network relations over the course of their first 1½ years
in the job: which contacts are lost/retained and which contacts are
gained? Our focus is twofold: A) predicting tie loss and B)
predicting trust-levels in gained contacts. We contribute a
comprehensive look at driving factors, examining qualities of the
relation, the relationship, and the social structure. Each
contributes to predicating change, but revealing an overarching
tendency for “balance.” Newly promoted professionals will avoid
losing high-status contacts (H1), but they do not shed contacts of
any rank that bring multiplex resources (H2). They are less likely
to lose contacts they trust (H3, H4) and especially embedded ties
(H5), but they also pursue efficiency, shedding the most redundant
relations (H6). Finally, they are likely to experience greater
competence-based trust (but not emotion-based trust) in new
relations if they have been situated in less redundant networks,
developing discernment through prior relational pluralism (H7,
H8). |
| Mots-clés |
AOM Annual Meeting Proceedings 2012, AOM Boston 2012, Longitudinal research, Personal networks, Social capital |
| Citation | Galunic, C., Jonczyk Sédès, C., Lee, Y., & Bensaou, B.(2022, 1 January). Tie Loss and Tie Gain: Trust & efficiency during management transitions. Academy of Management Best paper Proceedings, 2012, 1, 1-2. |
| Type | Article de magazine (Anglais) |
| Magazine | Academy of Management Best paper Proceedings |
| Date de publication | 1-1-2022 |
| Volume | 2012, 1 |
| Pages | 1-2 |
| URL | https://journals.aom.org/doi/abs/10.5465/AMBPP.2012.262 |