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Disentangling the influences of lead...

Barden, Jeffrey Quinn.

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Disentangling the influences of leaders' and organizations' equivalent exchange ties on inter-organizational exchange.

紀錄類型:	書目-語言資料,印刷品 : Monograph/item
正題名/作者:	Disentangling the influences of leaders' and organizations' equivalent exchange ties on inter-organizational exchange./
作者:	Barden, Jeffrey Quinn.
面頁冊數:	113 p.
附註:	Adviser: Will Mitchell.
Contained By:	Dissertation Abstracts International67-12A.
標題:	Business Administration, Management. -
電子資源:	http://pqdd.sinica.edu.tw/twdaoapp/servlet/advanced?query=3244828

Disentangling the influences of leaders' and organizations' equivalent exchange ties on inter-organizational exchange.
Barden, Jeffrey Quinn.

Disentangling the influences of leaders' and organizations' equivalent exchange ties on inter-organizational exchange. - 113 p.

Adviser: Will Mitchell.

Thesis (Ph.D.)--Duke University, 2006.

This study compares how prior exchange experiences at the level of the individual and of the organization influences the likelihood of a similar kind of inter-organizational exchange. In doing so, the study begins to unpack the micro-foundations of organizational social capital and to demonstrate how the inner workings of organizations can shape larger network structures. The results of the study suggest that inter-organizational exchange ties have stronger impact than individual leaders' prior exchange ties on subsequent inter-organizational exchanges; even in a setting in which qualitative evidence expects leaders to play central roles in their organizations' decisions. In addition, though, the results also suggest that prior ties between the current leaders of two organizations reinforce and add to the impact of prior inter-organizational ties. That is, leaders have much more influence in their broader organizational context than they do as isolated individuals.Subjects--Topical Terms:

626628
Business Administration, Management.

Disentangling the influences of leaders' and organizations' equivalent exchange ties on inter-organizational exchange.
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245 1 0 $a Disentangling the influences of leaders' and organizations' equivalent exchange ties on inter-organizational exchange.
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500 $a Source: Dissertation Abstracts International, Volume: 67-12, Section: A, page: 4604.
502 $a Thesis (Ph.D.)--Duke University, 2006.
520 $a This study compares how prior exchange experiences at the level of the individual and of the organization influences the likelihood of a similar kind of inter-organizational exchange. In doing so, the study begins to unpack the micro-foundations of organizational social capital and to demonstrate how the inner workings of organizations can shape larger network structures. The results of the study suggest that inter-organizational exchange ties have stronger impact than individual leaders' prior exchange ties on subsequent inter-organizational exchanges; even in a setting in which qualitative evidence expects leaders to play central roles in their organizations' decisions. In addition, though, the results also suggest that prior ties between the current leaders of two organizations reinforce and add to the impact of prior inter-organizational ties. That is, leaders have much more influence in their broader organizational context than they do as isolated individuals.
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