Tracing structure, tie Strength, and cognitive networks in LMX theory and research

This chapter reflects on the growing relationship between Leader–Member Exchange (LMX) theory and research and social network analysis. We first discuss the themes of structure and tie strength in relation to several of the theoretical formulations of LMX theory that have served as the foundation for subsequent research. This section proceeds chronologically, beginning with the earliest work on the Vertical Dyad Linkage (as the LMX perspective was initially known) and concluding with recent empirical research integrating LMX and social networks. Our goal is to provide a narrative review of the development of the themes of structure and tie strength within the LMX literature. We then turn to recent developments in the field in which LMX differentiation figures prominently both theoretically and empirically, and engage in a close critical reading of this work from the perspective of cognitive social networks. We conclude by summarizing the opportunities for future research that emerge from our narrative and conceptual analysis

Tracing Structure, Tie Strength, and Cognitive Networks in LMX Theory and Research

This chapter reflects on the growing relationship between Leader–Member Exchange (LMX) theory and research and social network analysis. We first discuss the themes of structure and tie strength in relation to several of the theoretical formulations of LMX theory that have served as the foundation for subsequent research. This section proceeds chronologically, beginning with the earliest work on the Vertical Dyad Linkage (as the LMX perspective was initially known) and concluding with recent empirical research integrating LMX and social networks. Our goal is to provide a narrative review of the development of the themes of structure and tie strength within the LMX literature. We then turn to recent developments in the field in which LMX differentiation figures prominently both theoretically and empirically, and engage in a close critical reading of this work from the perspective of cognitive social networks. We conclude by summarizing the opportunities for future research that emerge from our narrative and conceptual analysis

Intrafunctional Competitive Intelligence and Sales Performance: A Social Network Perspective

Salespeople represent a primary source of competitive intelligence (CI), but the contextual factors that influence the performance impact of salesperson CI quality remain underresearched. The authors develop a framework to examine the performance impact of CI quality at the individual salesperson and sales district levels, with sales district CI quality diversity and sales managers? network centrality as contingencies thereof. The empirical results from multilevel data sets of two U.S.-based corporations reveal that district CI quality diversity weakens the positive performance effect of CI quality at both levels. Sales managers? centrality in within-district and peer advice networks buffers the performance losses created by district CI quality diversity, but salespeople?s centrality does not have this buffering effect. The study uncovers conditions under which the positive performance impact of salesperson and district CI quality can disappear and even become negative, thus highlighting the role of managers as CI hubs