This paper theorizes that relatively poor firm performane can prompt chief executive officers (CEOs) to seek more advice from executives of other firms who are their friends or similar to them and less advice from acquaintances or dissimilar others and suggests how and why this pattern of advice...

Research on organization-environment relations has focused primarily on formal linkages between organizations such as board interlock ties as a strategy for managing resource dependence. This study examines whether top corporate executives may maintain more informal ties to executives of other...

This study extends earlier research suggesting that board network ties may reflect the strategic and/or political concerns of top managers by considering how the managerial objectives that drive the formation and maintenance of board interlock ties may be subject to social influence.The...

Integrating social psychological and network theory, this field study demonstrates a positive association between identity confirmation-based networks and cooperation and performance in work groups. Mutual identity confirmation (of positive and negative identities) increased cooperation in work...