On the "missing link" between formal organization and informal social structure

Over the last 40 years, organizational scholars have repeatedly called for more research to reconcile formalist and social network approaches to the intra-organizational structure. The former has primarily been concerned with the reporting relationship which manifests as the chain of command while r...
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Autor*in:	Hunter, Starling David [verfasserIn] Bentzen, Henrik [verfasserIn] Taug, Jan [verfasserIn]

Format:	E-Artikel
Sprache:	Englisch

Erschienen:	2020

Rechteinformationen:	Open Access Namensnennung 4.0 International ; CC BY 4.0

Übergeordnetes Werk:	Enthalten in: Journal of organization design - [Cham] : Springer International Publishing, 2012, 9(2020), 1/13 vom: Dez., Seite 1-20
Übergeordnetes Werk:	volume:9 ; year:2020 ; number:1/13 ; month:12 ; pages:1-20

Links:	Link aufrufen Link aufrufen Link aufrufen

DOI / URN:	10.1186/s41469-020-00076-x

Katalog-ID:	1735990531

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allfields	10.1186/s41469-020-00076-x doi 10419/252163 hdl (DE-627)1735990531 (DE-599)KXP1735990531 DE-627 ger DE-627 rda eng Hunter, Starling David verfasserin aut On the "missing link" between formal organization and informal social structure Starling David Hunter, Henrik Bentzen and Jan Taug 2020 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 Over the last 40 years, organizational scholars have repeatedly called for more research to reconcile formalist and social network approaches to the intra-organizational structure. The former has primarily been concerned with the reporting relationship which manifests as the chain of command while research on the informal social structure relegates the reporting relationship to a wide and varied range of instrumental and affective relationships such as advice-seeking, knowledge-sharing, trust, and friendship which span the boundaries that the chain of command defines. In this study, we employ the chain of command distance - the length along the chain of command of a path connecting a pair of organizational actors - as the basis for formulating and testing hypotheses about how the formal organization and the informal social structure influence one another. First, we argue that whereas the formal structure affords only one, often very lengthy, path between any pair of actors, the combination of formal and informal structures results in a greater number of significantly shorter paths between actors. Next, we consider one effect of the formal organization on the informal social structure. In particular, we argue that there is an inverse relationship between the chain of command distance and the likelihood of a social or informal connection forming between a pair of actors. We test our hypotheses with demographic data collected from a public sector provider of health, education, and welfare services in rural Norway. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/ Bentzen, Henrik verfasserin aut Taug, Jan verfasserin aut Enthalten in Journal of organization design [Cham] : Springer International Publishing, 2012 9(2020), 1/13 vom: Dez., Seite 1-20 Online-Ressource (DE-627)800998790 (DE-600)2799265-2 (DE-576)417249039 2245-408X nnns volume:9 year:2020 number:1/13 month:12 pages:1-20 https://link.springer.com/content/pdf/10.1186/s41469-020-00076-x.pdf Verlag kostenfrei https://doi.org/10.1186/s41469-020-00076-x Resolving-System kostenfrei http://hdl.handle.net/10419/252163 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_184 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 9 2020 1/13 12 1-20 26 01 0206 3782914201 x1z 20-10-20 2403 01 DE-LFER 380111743X 00 --%%-- --%%-- n --%%-- l01 12-11-20 2403 01 DE-LFER https://doi.org/10.1186/s41469-020-00076-x 2403 01 DE-LFER https://link.springer.com/content/pdf/10.1186/s41469-020-00076-x.pdf 26 00 DE-206 56 Organization structure 26 00 DE-206 56 Social structure 26 00 DE-206 56 Informal structure 26 00 DE-206 56 Organization design 26 00 DE-206 56 Formal structure 26 00 DE-206 56 Social network 26 00 DE-206 56 Network analysis 26 00 DE-206 56 Social network analysis 26 00 DE-206 56 Organizational network analysis 26 00 DE-206 56 Quadratic assignment procedure
spelling	10.1186/s41469-020-00076-x doi 10419/252163 hdl (DE-627)1735990531 (DE-599)KXP1735990531 DE-627 ger DE-627 rda eng Hunter, Starling David verfasserin aut On the "missing link" between formal organization and informal social structure Starling David Hunter, Henrik Bentzen and Jan Taug 2020 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 Over the last 40 years, organizational scholars have repeatedly called for more research to reconcile formalist and social network approaches to the intra-organizational structure. The former has primarily been concerned with the reporting relationship which manifests as the chain of command while research on the informal social structure relegates the reporting relationship to a wide and varied range of instrumental and affective relationships such as advice-seeking, knowledge-sharing, trust, and friendship which span the boundaries that the chain of command defines. In this study, we employ the chain of command distance - the length along the chain of command of a path connecting a pair of organizational actors - as the basis for formulating and testing hypotheses about how the formal organization and the informal social structure influence one another. First, we argue that whereas the formal structure affords only one, often very lengthy, path between any pair of actors, the combination of formal and informal structures results in a greater number of significantly shorter paths between actors. Next, we consider one effect of the formal organization on the informal social structure. In particular, we argue that there is an inverse relationship between the chain of command distance and the likelihood of a social or informal connection forming between a pair of actors. We test our hypotheses with demographic data collected from a public sector provider of health, education, and welfare services in rural Norway. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/ Bentzen, Henrik verfasserin aut Taug, Jan verfasserin aut Enthalten in Journal of organization design [Cham] : Springer International Publishing, 2012 9(2020), 1/13 vom: Dez., Seite 1-20 Online-Ressource (DE-627)800998790 (DE-600)2799265-2 (DE-576)417249039 2245-408X nnns volume:9 year:2020 number:1/13 month:12 pages:1-20 https://link.springer.com/content/pdf/10.1186/s41469-020-00076-x.pdf Verlag kostenfrei https://doi.org/10.1186/s41469-020-00076-x Resolving-System kostenfrei http://hdl.handle.net/10419/252163 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_184 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 9 2020 1/13 12 1-20 26 01 0206 3782914201 x1z 20-10-20 2403 01 DE-LFER 380111743X 00 --%%-- --%%-- n --%%-- l01 12-11-20 2403 01 DE-LFER https://doi.org/10.1186/s41469-020-00076-x 2403 01 DE-LFER https://link.springer.com/content/pdf/10.1186/s41469-020-00076-x.pdf 26 00 DE-206 56 Organization structure 26 00 DE-206 56 Social structure 26 00 DE-206 56 Informal structure 26 00 DE-206 56 Organization design 26 00 DE-206 56 Formal structure 26 00 DE-206 56 Social network 26 00 DE-206 56 Network analysis 26 00 DE-206 56 Social network analysis 26 00 DE-206 56 Organizational network analysis 26 00 DE-206 56 Quadratic assignment procedure
allfields_unstemmed	10.1186/s41469-020-00076-x doi 10419/252163 hdl (DE-627)1735990531 (DE-599)KXP1735990531 DE-627 ger DE-627 rda eng Hunter, Starling David verfasserin aut On the "missing link" between formal organization and informal social structure Starling David Hunter, Henrik Bentzen and Jan Taug 2020 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 Over the last 40 years, organizational scholars have repeatedly called for more research to reconcile formalist and social network approaches to the intra-organizational structure. The former has primarily been concerned with the reporting relationship which manifests as the chain of command while research on the informal social structure relegates the reporting relationship to a wide and varied range of instrumental and affective relationships such as advice-seeking, knowledge-sharing, trust, and friendship which span the boundaries that the chain of command defines. In this study, we employ the chain of command distance - the length along the chain of command of a path connecting a pair of organizational actors - as the basis for formulating and testing hypotheses about how the formal organization and the informal social structure influence one another. First, we argue that whereas the formal structure affords only one, often very lengthy, path between any pair of actors, the combination of formal and informal structures results in a greater number of significantly shorter paths between actors. Next, we consider one effect of the formal organization on the informal social structure. In particular, we argue that there is an inverse relationship between the chain of command distance and the likelihood of a social or informal connection forming between a pair of actors. We test our hypotheses with demographic data collected from a public sector provider of health, education, and welfare services in rural Norway. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/ Bentzen, Henrik verfasserin aut Taug, Jan verfasserin aut Enthalten in Journal of organization design [Cham] : Springer International Publishing, 2012 9(2020), 1/13 vom: Dez., Seite 1-20 Online-Ressource (DE-627)800998790 (DE-600)2799265-2 (DE-576)417249039 2245-408X nnns volume:9 year:2020 number:1/13 month:12 pages:1-20 https://link.springer.com/content/pdf/10.1186/s41469-020-00076-x.pdf Verlag kostenfrei https://doi.org/10.1186/s41469-020-00076-x Resolving-System kostenfrei http://hdl.handle.net/10419/252163 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_184 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 9 2020 1/13 12 1-20 26 01 0206 3782914201 x1z 20-10-20 2403 01 DE-LFER 380111743X 00 --%%-- --%%-- n --%%-- l01 12-11-20 2403 01 DE-LFER https://doi.org/10.1186/s41469-020-00076-x 2403 01 DE-LFER https://link.springer.com/content/pdf/10.1186/s41469-020-00076-x.pdf 26 00 DE-206 56 Organization structure 26 00 DE-206 56 Social structure 26 00 DE-206 56 Informal structure 26 00 DE-206 56 Organization design 26 00 DE-206 56 Formal structure 26 00 DE-206 56 Social network 26 00 DE-206 56 Network analysis 26 00 DE-206 56 Social network analysis 26 00 DE-206 56 Organizational network analysis 26 00 DE-206 56 Quadratic assignment procedure
allfieldsGer	10.1186/s41469-020-00076-x doi 10419/252163 hdl (DE-627)1735990531 (DE-599)KXP1735990531 DE-627 ger DE-627 rda eng Hunter, Starling David verfasserin aut On the "missing link" between formal organization and informal social structure Starling David Hunter, Henrik Bentzen and Jan Taug 2020 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 Over the last 40 years, organizational scholars have repeatedly called for more research to reconcile formalist and social network approaches to the intra-organizational structure. The former has primarily been concerned with the reporting relationship which manifests as the chain of command while research on the informal social structure relegates the reporting relationship to a wide and varied range of instrumental and affective relationships such as advice-seeking, knowledge-sharing, trust, and friendship which span the boundaries that the chain of command defines. In this study, we employ the chain of command distance - the length along the chain of command of a path connecting a pair of organizational actors - as the basis for formulating and testing hypotheses about how the formal organization and the informal social structure influence one another. First, we argue that whereas the formal structure affords only one, often very lengthy, path between any pair of actors, the combination of formal and informal structures results in a greater number of significantly shorter paths between actors. Next, we consider one effect of the formal organization on the informal social structure. In particular, we argue that there is an inverse relationship between the chain of command distance and the likelihood of a social or informal connection forming between a pair of actors. We test our hypotheses with demographic data collected from a public sector provider of health, education, and welfare services in rural Norway. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/ Bentzen, Henrik verfasserin aut Taug, Jan verfasserin aut Enthalten in Journal of organization design [Cham] : Springer International Publishing, 2012 9(2020), 1/13 vom: Dez., Seite 1-20 Online-Ressource (DE-627)800998790 (DE-600)2799265-2 (DE-576)417249039 2245-408X nnns volume:9 year:2020 number:1/13 month:12 pages:1-20 https://link.springer.com/content/pdf/10.1186/s41469-020-00076-x.pdf Verlag kostenfrei https://doi.org/10.1186/s41469-020-00076-x Resolving-System kostenfrei http://hdl.handle.net/10419/252163 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_184 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 9 2020 1/13 12 1-20 26 01 0206 3782914201 x1z 20-10-20 2403 01 DE-LFER 380111743X 00 --%%-- --%%-- n --%%-- l01 12-11-20 2403 01 DE-LFER https://doi.org/10.1186/s41469-020-00076-x 2403 01 DE-LFER https://link.springer.com/content/pdf/10.1186/s41469-020-00076-x.pdf 26 00 DE-206 56 Organization structure 26 00 DE-206 56 Social structure 26 00 DE-206 56 Informal structure 26 00 DE-206 56 Organization design 26 00 DE-206 56 Formal structure 26 00 DE-206 56 Social network 26 00 DE-206 56 Network analysis 26 00 DE-206 56 Social network analysis 26 00 DE-206 56 Organizational network analysis 26 00 DE-206 56 Quadratic assignment procedure
allfieldsSound	10.1186/s41469-020-00076-x doi 10419/252163 hdl (DE-627)1735990531 (DE-599)KXP1735990531 DE-627 ger DE-627 rda eng Hunter, Starling David verfasserin aut On the "missing link" between formal organization and informal social structure Starling David Hunter, Henrik Bentzen and Jan Taug 2020 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier DE-206 Open Access Controlled Vocabulary for Access Rights http://purl.org/coar/access_right/c_abf2 Over the last 40 years, organizational scholars have repeatedly called for more research to reconcile formalist and social network approaches to the intra-organizational structure. The former has primarily been concerned with the reporting relationship which manifests as the chain of command while research on the informal social structure relegates the reporting relationship to a wide and varied range of instrumental and affective relationships such as advice-seeking, knowledge-sharing, trust, and friendship which span the boundaries that the chain of command defines. In this study, we employ the chain of command distance - the length along the chain of command of a path connecting a pair of organizational actors - as the basis for formulating and testing hypotheses about how the formal organization and the informal social structure influence one another. First, we argue that whereas the formal structure affords only one, often very lengthy, path between any pair of actors, the combination of formal and informal structures results in a greater number of significantly shorter paths between actors. Next, we consider one effect of the formal organization on the informal social structure. In particular, we argue that there is an inverse relationship between the chain of command distance and the likelihood of a social or informal connection forming between a pair of actors. We test our hypotheses with demographic data collected from a public sector provider of health, education, and welfare services in rural Norway. DE-206 Namensnennung 4.0 International CC BY 4.0 cc https://creativecommons.org/licenses/by/4.0/ Bentzen, Henrik verfasserin aut Taug, Jan verfasserin aut Enthalten in Journal of organization design [Cham] : Springer International Publishing, 2012 9(2020), 1/13 vom: Dez., Seite 1-20 Online-Ressource (DE-627)800998790 (DE-600)2799265-2 (DE-576)417249039 2245-408X nnns volume:9 year:2020 number:1/13 month:12 pages:1-20 https://link.springer.com/content/pdf/10.1186/s41469-020-00076-x.pdf Verlag kostenfrei https://doi.org/10.1186/s41469-020-00076-x Resolving-System kostenfrei http://hdl.handle.net/10419/252163 Resolving-System kostenfrei GBV_USEFLAG_U GBV_ILN_26 ISIL_DE-206 SYSFLAG_1 GBV_KXP GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_65 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_95 GBV_ILN_105 GBV_ILN_110 GBV_ILN_151 GBV_ILN_161 GBV_ILN_170 GBV_ILN_184 GBV_ILN_206 GBV_ILN_213 GBV_ILN_230 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_2014 GBV_ILN_4012 GBV_ILN_4037 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4126 GBV_ILN_4249 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4335 GBV_ILN_4338 GBV_ILN_4367 GBV_ILN_4700 GBV_ILN_2403 GBV_ILN_2403 ISIL_DE-LFER AR 9 2020 1/13 12 1-20 26 01 0206 3782914201 x1z 20-10-20 2403 01 DE-LFER 380111743X 00 --%%-- --%%-- n --%%-- l01 12-11-20 2403 01 DE-LFER https://doi.org/10.1186/s41469-020-00076-x 2403 01 DE-LFER https://link.springer.com/content/pdf/10.1186/s41469-020-00076-x.pdf 26 00 DE-206 56 Organization structure 26 00 DE-206 56 Social structure 26 00 DE-206 56 Informal structure 26 00 DE-206 56 Organization design 26 00 DE-206 56 Formal structure 26 00 DE-206 56 Social network 26 00 DE-206 56 Network analysis 26 00 DE-206 56 Social network analysis 26 00 DE-206 56 Organizational network analysis 26 00 DE-206 56 Quadratic assignment procedure
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spellingShingle	Hunter, Starling David 26 Organization structure 26 Social structure 26 Informal structure 26 Organization design 26 Formal structure 26 Social network 26 Network analysis 26 Social network analysis 26 Organizational network analysis 26 Quadratic assignment procedure On the "missing link" between formal organization and informal social structure
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topic_title	26 00 DE-206 56 Organization structure 26 00 DE-206 56 Social structure 26 00 DE-206 56 Informal structure 26 00 DE-206 56 Organization design 26 00 DE-206 56 Formal structure 26 00 DE-206 56 Social network 26 00 DE-206 56 Network analysis 26 00 DE-206 56 Social network analysis 26 00 DE-206 56 Organizational network analysis 26 00 DE-206 56 Quadratic assignment procedure On the "missing link" between formal organization and informal social structure Starling David Hunter, Henrik Bentzen and Jan Taug
topic	26 Organization structure 26 Social structure 26 Informal structure 26 Organization design 26 Formal structure 26 Social network 26 Network analysis 26 Social network analysis 26 Organizational network analysis 26 Quadratic assignment procedure
topic_unstemmed	26 Organization structure 26 Social structure 26 Informal structure 26 Organization design 26 Formal structure 26 Social network 26 Network analysis 26 Social network analysis 26 Organizational network analysis 26 Quadratic assignment procedure
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title_full	On the "missing link" between formal organization and informal social structure Starling David Hunter, Henrik Bentzen and Jan Taug
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abstract	Over the last 40 years, organizational scholars have repeatedly called for more research to reconcile formalist and social network approaches to the intra-organizational structure. The former has primarily been concerned with the reporting relationship which manifests as the chain of command while research on the informal social structure relegates the reporting relationship to a wide and varied range of instrumental and affective relationships such as advice-seeking, knowledge-sharing, trust, and friendship which span the boundaries that the chain of command defines. In this study, we employ the chain of command distance - the length along the chain of command of a path connecting a pair of organizational actors - as the basis for formulating and testing hypotheses about how the formal organization and the informal social structure influence one another. First, we argue that whereas the formal structure affords only one, often very lengthy, path between any pair of actors, the combination of formal and informal structures results in a greater number of significantly shorter paths between actors. Next, we consider one effect of the formal organization on the informal social structure. In particular, we argue that there is an inverse relationship between the chain of command distance and the likelihood of a social or informal connection forming between a pair of actors. We test our hypotheses with demographic data collected from a public sector provider of health, education, and welfare services in rural Norway.
abstractGer	Over the last 40 years, organizational scholars have repeatedly called for more research to reconcile formalist and social network approaches to the intra-organizational structure. The former has primarily been concerned with the reporting relationship which manifests as the chain of command while research on the informal social structure relegates the reporting relationship to a wide and varied range of instrumental and affective relationships such as advice-seeking, knowledge-sharing, trust, and friendship which span the boundaries that the chain of command defines. In this study, we employ the chain of command distance - the length along the chain of command of a path connecting a pair of organizational actors - as the basis for formulating and testing hypotheses about how the formal organization and the informal social structure influence one another. First, we argue that whereas the formal structure affords only one, often very lengthy, path between any pair of actors, the combination of formal and informal structures results in a greater number of significantly shorter paths between actors. Next, we consider one effect of the formal organization on the informal social structure. In particular, we argue that there is an inverse relationship between the chain of command distance and the likelihood of a social or informal connection forming between a pair of actors. We test our hypotheses with demographic data collected from a public sector provider of health, education, and welfare services in rural Norway.
abstract_unstemmed	Over the last 40 years, organizational scholars have repeatedly called for more research to reconcile formalist and social network approaches to the intra-organizational structure. The former has primarily been concerned with the reporting relationship which manifests as the chain of command while research on the informal social structure relegates the reporting relationship to a wide and varied range of instrumental and affective relationships such as advice-seeking, knowledge-sharing, trust, and friendship which span the boundaries that the chain of command defines. In this study, we employ the chain of command distance - the length along the chain of command of a path connecting a pair of organizational actors - as the basis for formulating and testing hypotheses about how the formal organization and the informal social structure influence one another. First, we argue that whereas the formal structure affords only one, often very lengthy, path between any pair of actors, the combination of formal and informal structures results in a greater number of significantly shorter paths between actors. Next, we consider one effect of the formal organization on the informal social structure. In particular, we argue that there is an inverse relationship between the chain of command distance and the likelihood of a social or informal connection forming between a pair of actors. We test our hypotheses with demographic data collected from a public sector provider of health, education, and welfare services in rural Norway.
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On the "missing link" between formal organization and informal social structure

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