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Informal networks, social control, and third-party cooperation

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This paper examines the effect of informal communication between managers on their ability to elicit cooperation from people in their immediate task environment. While informal ties between interdependent actors have been often associated with their propensity to cooperate with one another, less attention has been paid to the effects of such informal ties on those actors' ability to relevant for managers, since securing cooperative behavior from other people is a crucial part of their role. In this paper, the author argues that, by enabling managers enhance their ability to elicit cooperative behavior from those parties. Drawing on network theories of social control and influence, he identifies social mechanisms behind the effects of informal ties between managers on their ability to promote third-party cooperation and formulate hypotheses that specify observable outcomes of these affects. The author tests these hypotheses using data from project teams within the Italian subsidiary of a multinational high-technology firm.

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en

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application/pdf

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http://flora.insead.edu/fichiersti_wp/inseadwp1999/99-04.pdf

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Copyright INSEAD. All rights reserved