Time to break up: Social and instrumental antecedents of firm exits from exchange cliques

Article Abstract:

It is examined through a sample of Canadian investment bank cliques from 1952 to 1990, whether social similarity and cohesion reduced exits of members from such cliques and whether complementarity through differentiated roles reduced such exits and whether inequality in structural holes increased exits. The results reveal that complementarity and inequality were more powerful antecedents of clique-exits than similarity and cohesion.

Business networks (Social groups)

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Motivation and opportunity: The role of remote work, demographic dissimilarity, and social network centrality in impression management

Article Abstract:

The relationships among remote work, demographic dissimilarity, social network centrality, and the use and effectiveness of impression management behaviors are examined. The findings of the study not only allow an understanding of the importance of and the relationship between impression motivation and perceived opportunity but also have important implication for the study of organizational behavior and new organizational forms.

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Taking empowerment to the next level: A multiple-level model of empowerment, performance, and satisfaction

Article Abstract:

A work-unit-level construct and empowerment climate were proposed to test a multiple-level model integrating macro and micro approaches to empowerment. A cross-level mediation analysis using hierarchical linear modeling showed that psychological empowerment mediated the relationships between empowerment climate and individual performance and job satisfaction.

Models, Job satisfaction, Employee performance, Employee empowerment

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