Social networks have recently emerged in the management discipline
as a unique way of studying individuals and groups in
organizations. While traditionally used in the analysis of
un-bounded networks, applying social network analysis techniques to
bounded work groups and organizational teams has become
increasingly popular. Past research has established relationships
between in-degree social network centrality and individual
performance as well as social network density and overall group
performance. This field study, conducted at a military training
course, attempted to further refine this social network-performance
relationship by modeling characteristics of both the formal and
informal work group networks in relation to performance at the
individual as well as group levels. A sample of 406 students in 28
groups showed empirical evidence that individual performance is
positively related to centrality in the formal social network while
a negative relationship was found between performance and
centrality in the informal social network.
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