Giuseppe Labianca
Pennsylvania State University
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Featured researches published by Giuseppe Labianca.
Archive | 1999
Daniel J. Brass; Giuseppe Labianca
This chapter explores the role of social capital in human resources management. We suggest that the recent interest in social capital has neglected the possibility that social networks may contain negative ties, and that attention to these social liabilities may provide additional insights into relationships and social networks in organizations. Research focusing on the antecedents and consequences of social networks in organizations is reviewed. We consider the effects of social capital and social liabilities on’ social’ resources management outcomes such as recruitment, selection, socialization, training, performance, career development, turnover, job satisfaction, power, and conflict.
Strategic Organization | 2009
Giuseppe Labianca; James F. Fairbank; Goce Andrevski; Michael Parzen
Interest has been growing in understanding how organizations’ aspiration levels affect their planning for future organizational change. Previous research has not specified whether organizations use direct competitors or other comparable organizations as referents for forming their aspirations. In this study, it is argued that organizations form their social aspirations based on two types of interorganizational comparisons: competitive and striving. In competitive comparisons, an organization compares its current performance against that of its current direct competitors. When relative performance is poor, these organizations plan more extensive and more radical change. However, the study shows that organizations that are performing well relative to competitors do not necessarily become inertial, as theory suggests. Rather, organizations engage in striving comparisons by comparing their current performance against the performance of organizations to which they strive to be like in the future. The analyses show that organizations with large striving discrepancies are driven to more extensive and more radical change, even if they are performing well compared to current competitors. The study examined this interplay between competitive and striving discrepancy in explaining organizational change on a sample of 131 AACSB accredited business schools.
Archive | 2005
Giuseppe Labianca; James F. Fairbank
Researchers have traditionally investigated aspects of the interorganizational monitoring process in piecemeal fashion. This conceptual piece argues that juxtaposing the categorization process with interorganizational emulation, imitation, and competition, brings focus to organizations’ attempts to acquire information from other organizations, signal internal and external constituencies, and ultimately change. We argue that the depth or intensity with which the monitoring process is pursued as well as the breadth or degree of overlap in the sets of organizations chosen to monitor, determines the volume and diversity of information acquired, the strength of the signal sent to constituent groups, and the amount and type of change likely to emerge from the process. All of these factors will ultimately affect the firms future performance.
Academy of Management Journal | 1998
Giuseppe Labianca; Daniel J. Brass; Barbara Gray
Organization Science | 2000
Giuseppe Labianca; Barbara Gray; Daniel J. Brass
Organization Science | 2003
Elizabeth E. Umphress; Giuseppe Labianca; Daniel J. Brass; Edward Eliyahu Kass; Lotte Scholten
Organization Science | 2001
Giuseppe Labianca; James F. Fairbank; James B. Thomas; Dennis A. Gioia; Elizabeth E. Umphress
Organization Science | 2001
Giuseppe Labianca; James F. Fairbank; James B. Thomas; Dennis A. Gioia; Elizabeth E. Umphress
Academy of Management Proceedings | 2000
Elizabeth E. Umphress; Giuseppe Labianca; Lotte Scholten; Edward Eliyahu Kass; Daniel J. Brass
Academy of Management Proceedings | 2018
Neal M. Ashkanasy; Hillary Anger Elfenbein; Giuseppe Labianca; Jeffrey Sanchez-Burks; Gerben A. Van Kleef