Being in the Right Place: A Structural Analysis of Individual Influence in an Organization

TLDR

The structure of the organization was conceptualized from a social network perspective. Measures included criticality, transaction alternatives, and centrality (access and control) in the networks and in such reference groups as the dominant coalition. Employees’ relative positions in workflow, communication, and friendship networks strongly predict perceived influence by supervisors and nonsupervisors and promotion to supervisory roles, and boundary‑spanning contacts are especially important for technical core personnel, thereby supporting a structural view of intraorganizational influence.

Abstract

Daniel J. Brass This research examined the relationships between structural positions and influence at the individual level of analysis. The structure of the organization was conceptualized from a social network perspective. Measures of the relative positions of employees within workflow, communication, and friendship networks were strongly related to perceptions of influence by both supervisors and nonsupervisors and to promotions to the supervisory level. Measures included criticality, transaction alternatives, and centrality (access and control) in the networks and in such reference groups as the dominant coalition. A comparison of boundary-spanning and technical-core personnel indicated that contacts beyond the normal work requirements are particularly important for technical core personnel to acquire influence. Overall, the results provide support for a structural perspective on intraorganizational influence.