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This paper argues that organizations with a particular social network structure are more effective than most organizations in responding to crises. Further, it is argued that the effective structure does not occur naturally, but must be designed consciously and carefully. A theory is developed based on well-founded principles of social science, most notably work on formal structure, conflict, friendships, and organizational crises. The paper concludes with an experimental test of one of the four propositions deduced from the theory. Six trials of the experiment found significant support for this proposition. [ABSTRACT FROM AUTHOR]

This paper advances a line of work on an expected-value model of social exchange, in which a power structure indicates opportunities for exchange and a sample space of exchange networks. When the probability distribution of the networks in this sample space is known, the expected-value model provides an excellent account of the distribution of benefits among actors in a variety of power structures. The model would be more elegant if it also predicted the probability distribution of exchange networks. Furthermore, in its current form, the model fails to account for the observed exchange payoffs in the Kite, a structure that has attracted considerable attention among exchange theorists. Here I advance the expected-value model by deriving the probability distribution of exchange networks from a simple process in which the probability of an exchange at time t depends on the value of an exchange at time t-1. I show that this approach addresses the anomalies posed by the Kite structure. [ABSTRACT FROM AUTHOR]

Structural equation models of individual action typically do not take into account the network of interpersonal influence that appears, in virtually all of the fields of social psychology, as an important determinant of individuals' actions. It is not sufficiently appreciated that a proper test of a causal model is placed in jeopardy when this network is ignored. Some research has dealt with methods of estimating the causal impact of a network of interpersonal influences, once such a network has been made a part of a causal model. Hardly any attention, however, has been given to the theoretical foundations and implications of extending the general linear model to encompass a network of interpersonal influences. This paper is concerned with these foundations and implications: its goal is to make the network approach to individual action accessible to a larger audience of sociologists. [ABSTRACT FROM AUTHOR]

Past research on intransitive or unbalanced sentiment relations focused on the incidence of intransitivity in triads embedded in a larger social network. The theoretical explanations for in transitivity, however, are directed toward the attitudes and sentiments of an individual rather than toward the structure of triadic configurations and the global properties of groups. This paper argues that intransitivity should be studied at the individual level, with the person experiencing the intransitive relationship as the focus of attention. Analyzing longitudinal data on 2,175 intransitive sentiment triplets from fourth- and fifth-grade students, we show that individuals' personal characteristics and the structural properties of their dyadic and triadic ties affect both their tolerance for in transitivity and the manner in which they resolve intransitive friendships. [ABSTRACT FROM AUTHOR]