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The social network perspective in organizations focuses on the characteristics and structure of the social capital of individuals at work. This is a distinct research perspective that offers an alternative to the traditional individualist paradigm. The main focus of the social network approach is on ties that connect individuals at work, the processes they generate through these ties, and work-related outcomes. In general, there are two main approaches in this perspective. The structural approach emphasizes the structure and patterns of ties and the position of organizational actors within the networks. Alternatively, the relational approach emphasizes the content of relations and focuses on the qualities of the ties in the networks.

Many studies of social networks and work concentrate on the relations and exchanges between individuals as well as positions within the structure of networks in the workplace. These exchanges and positions are associated with other work-related variables such as individual characteristics, the workflow, work context, and work-related outcomes. This entry focuses on only a few aspects that connect networks and work. These issues include personality characteristics and networks at work, gender and race and work-related networks, knowledge creation, learning and networks at work, organization behavior and networks, and network processes.

Personality and Networks

Some individual personality traits have been found to be associated with different types and structures of networks at work. For example, A. Mehra, M. Kilduff, and D. J. Brass examined how different personality types create and benefit from social networks in organizations. They measured the personality concept of “self-monitoring,” which refers to the degree to which individuals are willing and monitor and control their self-expression in social situations. They asked how self-monitoring orientation and network position were associated with work performance. The findings show that high self-monitors were more likely than others to occupy central positions that span social divides and thus have more heterogeneous networks. In addition, high self-monitors who had longer service in the organization had a more central network position in the organization, and this centrality predicted performance at work.

Gender, Race, and Networks at Work

Issues regarding gender and race in the context of work and inequality also have been studied by networks scholars. This perspective is based on the relations between the network structures of females or minorities and their organizational level outcomes. It examines whether—when differences in the work experiences of women and men are controlled—their networks at the workplace will be different or similar.

The findings suggest partial equality for men and women. Applying a gender perspective to networks can lead to different work-related outcomes even when women and men are similar in their structural positions within their work-related networks. Studies found that men and women are never in the same network position at work due to general gender inequality issues. Other studies found that the higher social status of men gives them an advantage in their social interactions and in their resulting instrumental networks. Even when men and women have similar rank positions at work, they benefit differently from different types of networks and they use their ties in different ways and for different purposes.

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