Sameer B. Srivastava

Culture, Cognition, and Collaborative Networks in Organizations

This article examines the interplay of culture, cognition, and social networks in organizations with norms that emphasize cross-boundary collaboration. In such settings, social desirability concerns can induce a disparity between how people view themselves in conscious (i.e., deliberative) versus less conscious (i.e., automatic) cognition. These differences have implications for the resulting pattern of intra-organizational collaborative ties. Based on a laboratory study and field data from a biotechnology firm, we find that (1) people consciously report more positive views of themselves as collaborative actors than they appear to hold in less conscious cognition; (2) less conscious collaborative–independent self-views are associated with the choice to enlist organizationally distant colleagues in collaboration; and (3) these self-views are also associated with a person’s likelihood of being successfully enlisted by organizationally distant colleagues (i.e., of supporting these colleagues in collaboration). By contrast, consciously reported collaborative–independent self-views are not associated with these choices. This study contributes to our understanding of how culture is internalized in individual cognition and how self-related cognition is linked to social structure through collaboration. It also demonstrates the limits of self-reports in settings with strong normative pressures and represents a novel integration of methods from cognitive psychology and network analysis.

Bringing Agency Back into Network Research: Constrained Agency and Network Action

We propose a framework of constrained agency grounded in the actors’ resources and motivations within their structurally constrained context. Structural positions influence the resources available to actors and color the motivations that shape their actions. Resources equip actors to exert agency, while motivations propel them to do so. We derive a typology of network actions and illustrate how the form of constrained agency through which a particular network action is taken can affect actors’ ensuing structural positions and the nature of the constraints they subsequently face. Our conceptualization of constrained agency identifies new sources of endogenous change in network structure.

Agents of Change or Cogs in the Machine? Reexamining the Influence of Female Managers on the Gender Wage Gap

Do female managers act in ways that narrow or instead act in ways that preserve or even widen the gender wage gap? Although conceptual arguments exist on both sides of this debate, the empirical evidence to date has favored the former view. Yet this evidence comes primarily from cross-establishment surveys, which do not provide visibility into individual managers’ choices. Using longitudinal personnel records from an information services firm in which managers had considerable discretion over employee salaries, we estimate multilevel models that indicate no support for the proposition that female managers reduce the gender wage gap among their subordinates. Consistent with the theory of value threat, we instead find conditional support for the cogs-in-the-machine perspective: in the subsample of high-performing supervisors and low-performing employees, women who switched from a male to a female supervisor had a lower salary in the following year than men who made the same switch.

Fitting In or Standing Out? The Tradeoffs of Structural and Cultural Embeddedness

A recurring theme in sociological research is the tradeoff between fitting in and standing out. Prior work examining this tension tends to take either a structural or a cultural perspective. We fuse these two traditions to develop a theory of how structural and cultural embeddedness jointly relate to individual attainment within organizations. Given that organizational culture is hard to observe, we develop a novel approach to assessing individuals’ cultural fit with their colleagues based on the language expressed in internal e-mail communications. Drawing on a unique dataset that includes a corpus of 10.24 million e-mail messages exchanged over five years among 601 employees in a high-technology firm, we find that network constraint impedes, whereas cultural fit promotes, individual attainment. More importantly, we find evidence of a tradeoff between the two forms of embeddedness: cultural fit benefits individuals with low network constraint (i.e., brokers), whereas network constraint promotes attainment for people with low cultural fit.

Intraorganizational Network Dynamics in Times of Ambiguity

Contrary to the assumption of relational inertia that is prevalent in much of the research on organizational change, I propose that intraorganizational networks are instead subject to transitory shifts when organizational change produces high levels of ambiguity for employees. I develop a theoretical account of how networks defined by formal, semiformal, and informal organizational structure change in response to heightened ambiguity. I argue that, when ambiguity increases, people will tend to 1 decrease communication with formal network ties that do not have a significant semiformal component, 2 increase communication with semiformal network ties that do not have a significant formal component, and 3 increase communication with informal network ties. Empirical support for these propositions comes from unique data-including 40 weeks of archived email metadata, the full roster of email distribution lists, personnel records, and qualitative interviews-that span the period before, during, and after an ambiguity-producing restructuring at a large information services firm. These findings contribute to research on organizational structure, organizational change, and social capital activation and also have implications for management practice.

Pulling Closer and Moving Apart: Interaction, Identity, and Influence in the U.S. Senate, 1973 to 2009

This article reconciles two seemingly incompatible expectations about interpersonal interaction and social influence. One theoretical perspective predicts that an increase in interaction between two actors will promote subsequent convergence in their attitudes and behaviors, whereas another view anticipates divergence. We examine the role of political identity in moderating the effects of interaction on influence. Our investigation takes place in the U.S. Senate—a setting in which actors forge political identities for public consumption based on the external constraints, normative obligations, and reputational concerns they face. We argue that interaction between senators who share the same political identity will promote convergence in their voting behavior, whereas interaction between actors with opposing political identities will lead to divergence. Moreover, we theorize that the consequences of political identity for interpersonal influence depend on the local interaction context. Political identity’s effects on influence will be greater in more divided Senate committees than in less divided ones. We find support for these hypotheses in analyses of data, spanning over three decades, on voting behavior, interaction, and political identity in the Senate. These findings contribute to research on social influence; elite integration and political polarization; and identity theory.

Threat, Opportunity, and Network Interaction in Organizations

This article examines how uncertain situations of threat or opportunity influence people’s choices to interact with their colleagues in an organization. The threat/opportunity lens encompasses two conceptually distinct dimensions, gain/loss and control/limited control, which are hypothesized to produce different patterns of network interaction. Two experimental studies—one involving 158 leaders in a health-care organization and the other involving 129 employees in a range of smaller establishments—provided support for the proposed conceptualization. The studies found that (1) people chose to interact with more network contacts in situations of loss than in situations of gain, (2) those with an internal locus of control chose to interact with more network contacts in situations of limited control than in situations of control, whereas those with an external locus of control exhibited the opposite response, and (3) the tendency to interact with more network contacts in loss rather than gain was greater for low-ranking actors relative to high-ranking ones. These findings contribute to our understanding of the interplay between individual cognition and organizational social networks.

An Intraorganizational Ecology of Individual Attainment

This paper extends niche theory to develop an intraorganizational conceptualization of the niche that is grounded in the activities of organizational members. We construe niches as positions in a mapping of individuals to formal and informal activities within organizations. We posit that positional characteristics in this activity-based system are critical determinants of members’ access to information and relationships—two of the vital resources for advancement in organizations. Because activities are difficult to observe, we propose a novel empirical strategy to depict niches: we exploit a census of memberships in electronic mailing lists. We assess three niche dimensions—competitive crowding, status, and diversity—and show that these attributes affect the allocation of rewards to employees. Propositions are tested in two empirical settings: an information services firm and the R&D division of a biopharmaceutical company. Results indicate that people in competitively crowded niches had lower levels of attainment, whereas those in high status and diverse niches enjoyed higher attainment levels. We conclude with a discussion of email distribution lists as a tool for organizational research.

Enculturation Trajectories: Language, Cultural Adaptation, and Individual Outcomes in Organizations

How do people adapt to organizational culture, and what are the consequences for their outcomes in the organization? These fundamental questions about culture have previously been examined using self-report measures, which are subject to reporting bias, rely on coarse cultural categories defined by researchers, and provide only static snapshots of cultural fit. By contrast, we develop an interactional language use model that overcomes these limitations and opens new avenues for theoretical development about the dynamics of organizational culture. We trace the enculturation trajectories of employees in a midsized technology firm based on analyses of 10.24 million internal emails. Our language-based model of changing cultural fit (1) predicts individual attainment; (2) reveals distinct patterns of adaptation for employees who exit voluntarily, exit involuntarily, and remain employed; (3) demonstrates that rapid early cultural adaptation reduces the risk of involuntary, but not voluntary, exit; and (4) finds...

Virtues, Vices, and Political Influence in the U.S. Senate

What qualities make a political leader more influential or less influential? Philosophers, political scientists, and psychologists have puzzled over this question, positing two opposing routes to political power—one driven by human virtues, such as courage and wisdom, and the other driven by vices, such as Machiavellianism and psychopathy. By coding nonverbal behaviors displayed in political speeches, we assessed the virtues and vices of 151 U.S. senators. We found that virtuous senators became more influential after they assumed leadership roles, whereas senators who displayed behaviors consistent with vices—particularly psychopathy—became no more influential or even less influential after they assumed leadership roles. Our results inform a long-standing debate about the role of morality and ethics in leadership and have important implications for electing effective government officials. Citizens would be wise to consider a candidate’s virtue in casting their votes, which might increase the likelihood that elected officials will have genuine concern for their constituents and simultaneously promote cooperation and progress in government.