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Social network analysis has transformed the study of organizations over the past 30 years. Rather than focus on individuals or teams, network scholars view the organization as a nexus of relationships. As its popularity increases, the scholarship is evolving in many directions including new theory on network dynamics, multilevel thinking, multiplex networks, digital networks, instrumental and affective ties, and cross-cultural considerations, in addition to advances in methods and measures, and new organizational applications. This compendium of essays points the way to contemporary issues in organizational social networks.Research in the Sociology of Organizations is an established international, peer-reviewed series that examines cutting edge theoretical, methodological and research issues in organizational studies. The series is especially concerned with specifying the unique contributions of sociological theories and research techniques to the analysis of organizations. In addition to publishing high quality original research, each volume aims to foster debate about the value of new theories and research to the growing international community of organizational studies scholars.

"Social Networks at Work provides the latest thinking, from top-notch experts, on social networks as they apply to industrial and organizational psychology. Each chapter provides an in-depth review along with discussions of future research and managerial implications of the social network perspective. Altogether, the volume illustrates the importance of adding a social capital perspective to the traditional human capital focus of I/O psychology. The volume is organized into two groups of chapters: the first seven chapters focus on specific network concepts (such as centrality, affect, negative ties, multiplexity, cognition, and structural holes) applied across a variety of topics. The remaining eight chapters focus on common I/O topics (such as personality, creativity, turnover, careers, person-environment fit, employment, teams and leadership) and examine each from a network perspective, applying a variety of network concepts to the topic. This volume is suited for students and academics interested in applying a social-network perspective to their work, as well as for practicing managers. Each topic area provides a useful review and guide for future research, as well as implications for managerial action"--

This article examines how different personality types create and benefit from social networks in organizations. Using data from a 116-member high-technology firm, we tested how self-monitoring orientation and network position related to work performance. First, chameleon-like high self-monitors were more likely than true-to-themselves low self-monitors to occupy central positions in social networks. Second, for high (but not for low) self-monitors, longer service in the organization related to the occupancy of strategically advantageous network positions. Third, self-monitoring and centrality in social networks independently predicted individuals' workplace performance. The results paint a picture of people shaping the networks that constrain and enable performance.