In this chapter I review empirical studies directly testing the

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We propose a new theoretical framework for understanding simultaneous trust and distrust within relationships. grounded in assumptions of multidimensionality and the inherent tensions of relationships. and we separate this research from prior work grounded in assumptions of unidimensionality and balance. Drawing foundational support for this new framework from recent research on simultaneous positive and negative sentiments and ambivalence. we explore the theoretical and practical significance of the framework for future work on trust and distrust relationships within organizations.

Harrison White and several anonymous reviewers for valuable comments on the work. We argue that social networks can be modeled as the outcome of processes that occur in overlapping local regions of the network, termed local social neighborhoods. Each neighborhood is conceived as a possible site of interaction and corresponds to a subset of possible network ties. In this paper, we discuss hypotheses about the form of these neighborhoods, and we present two new and theoretically plausible ways in which neighborhood-based models for networks can be constructed. In the first, we introduce the notion of a setting structure, a directly hypothesized (or observed) set of exogenous constraints on possible neighborhood forms. In the second, we propose higher-order neighborhoods that are generated, in part, by the outcome of interactive network processes themselves. Applications of both approaches to model construction are presented, and the developments are considered within a general conceptual framework of locale for social networks. We show how assumptions about neighborhoods can be cast within a hierarchy of increasingly complex models; these models represent a progressively greater capacity for network processes to “reach ” across a network through long cycles or semi-paths. We argue that this class of models holds new promise for the development of empirically plausible models for networks and network-based processes. 2 1.

In this paper, we review and analyze the emerging network paradigm in organizational research. We begin with a conventional review of recent research organized around recognized research streams. Next, we analyze this research, developing a set of dimensions along which network studies vary, including direction of causality, levels of analysis, explanatory goals, and explanatory mechanisms. We use the latter two dimensions to construct a 2-by-2 table cross-classifying studies of network consequences into four canonical types: structural social capital, social access to resources, contagion, and environmental shaping. We note the rise in popularity of studies with a greater sense of agency than was traditional in network research.

The economics of organizations is replete with the pitfalls of monetary rewards and punishments to motivate workers. If economic incentives do not work, what does? This paper proposes that workers’ self-image as jobholders, coupled with their ideal as to how their job should be done, can be a major work incentive. It shows how such identities can flatten reward schedules, as they solve the “principal-agent” problem. The paper also identifies and explores a new tradeoff: supervisors may provide information to principals, but create rifts within the workforce and reduce employees ’ intrinsic work incentives. We motivate the theory with examples from the classic sociology of military and civilian organizations.

This paper identifies and evaluates rationales for team participation and for the effects of team composition on productivity using novel data from a garment plant that shifted from individual piece rate to group piece rate production over three years. The adoption of teams at the plant improved worker productivity by 14 % on average. Productivity improvement was greatest for the earliest teams and diminished as more workers engaged in team production, providing support for the view that teams utilize collaborative skills, which are less valuable in individual production. High productivity workers tended to join teams first, despite a loss in earnings in many cases, suggesting non-pecuniary benefits associated with teamwork. Finally, more heterogeneous teams were more productive, holding average ability constant, which is consistent with explanations emphasizing mutual team learning and intra-team bargaining.

During the last two decades economists have made much progress in understanding incentives, contracts and organizations. Yet, they constrained their attention to a very narrow and empirically questionable view of human motivation. The purpose of this paper is to show that this narrow view of human motivation may severely limit understanding the determinants and effects of incentives. Economists may fail to understand the levels and the changes in behaviour if they neglect motives like the desire to reciprocate or the desire to avoid social disapproval. We show that monetary incentives may backfire and reduce the performance of agents or their compliance with rules. In addition, these motives may generate very powerful incentives themselves.

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