The contingent effect of work roles on brokerage in professional organizations
et | 27 avr. 2020
À propos de cet article
Publié en ligne: 27 avr. 2020
Pages: 47 - 59
DOI: https://doi.org/10.21307/connections-2019.012
Mots clés
© 2020 Anssi Smedlund et al., published by Sciendo
This work is licensed under the Creative Commons Attribution 4.0 International License.
Means, standard deviations, and correlations.
| Variable | Mean | SD | 1 | 2 | 3 | 4 | 5 | 6 | 7 | |
|---|---|---|---|---|---|---|---|---|---|---|
| 1 | Billable hours | 103.88 | 32.89 | |||||||
| 2 | Promoting new ideas | 4.18 | 6.15 | −0.56** | ||||||
| 3 | Independent work role | 0.47 | 0.5 | 0.30* | −0.41** | |||||
| 4 | Tenure | 7.37 | 6.31 | −0.07 | 0.16 | −0.32** | ||||
| 5 | Female | 0.33 | 0.48 | 0.13 | −0.18 | 0.11 | −0.13 | |||
| 6 | Master’s degree | 0.83 | 0.38 | −0.06 | 0.2 | −0.39** | 0.08 | −0.20 | ||
| 7 | Inverse of Burt’s constraint | 0.06 | 0.06 | −0.19 | 0.41** | −0.35** | 0.25* | −0.41** | 0.06 | |
| 8 | Betweenness centrality | 77.29 | 89.72 | −0.32** | 0.77** | −0.27* | 0.12 | −0.25* | 0.11 | 0.6** |
Results of OLS and node-level regression analysis for billable hours (t-values in parentheses).
| Billable hours | Model 5 conventional OLS | Model 6 permutation OLS | Model 7 conventional OLS | Model 8 permutation OLS |
|---|---|---|---|---|
| Independent work role | 0.43 (1.48) | 0.43 (1.44) | 0.62 (2.07)* | 0.62 (2.07)* |
| Tenure | 0.10 (0.69) | 0.10 (0.72) | 0.09 (0.65) | 0.09 (0.73) |
| Female | 0.09 (0.37) | 0.09 (0.34) | 0.10 (0.41) | 0.10 (0.46) |
| Master’s degree | 0.31 (1.05) | 0.31 (0.89) | 0.29 (0.92) | 0.29 (0.80) |
| Inverse of Burt’s constraint | −0.91 (−2.55)* | −0.91 (−2.20)* | ||
| Independent × Inv. of Burt’s constraint | 1.21 (3.06)** | 1.21 (2.60)* | ||
| Betweenness centrality | −0.25 (−1.67) | −0.25 (−1.83) | ||
| Independent × Betweenness | 0.32 (1.12) | 0.32 (0.94) | ||
| Constant | −0.34 (−0.86) | −0.34 (na) | −0.53 (−1.32) | −0.53 (na) |
| 0.18 | 0.18 | 0.14 | 0.14 | |
| 65 | 65 | 65 | 65 |
Results of conventional and node-level OLS regression analysis for promoting new ideas (t-values in parentheses).
| Promoting new ideas | Model 1 conventional OLS | Model 2 permutation OLS | Model 3 conventional OLS | Model 4 permutation OLS |
|---|---|---|---|---|
| Independent work role | −0.54 (−1.62) | −0.54 (−1.79) | −0.82 (−3.08)** | −0.82 (−3.25)** |
| Tenure | 0.06 (0.45) | 0.06 (0.50) | 0.10 (0.79) | 0.10 (0.91) |
| Female | 0.34 (1.57) | 0.34 (1.17) | 0.22 (1.20) | 0.22 (0.92) |
| Master’s degree | 0.15 (0.60) | 0.15 (0.41) | 0.11 (0.52) | 0.11 (0.35) |
| Inverse of Burt’s constraint | 2.10 (3.47)** | 2.10 (4.97)** | ||
| Independent × Inv. of Burt’s constraint | −1.78 (−2.81)** | −1.78 (−3.76)** | ||
| Betweenness centrality | 0.86 (5.92)** | 0.86 (7.22)** | ||
| Independent × Betweenness | −0.33 (−1.25) | −0.33 (−1.12) | ||
| Constant | 1.20 (3.09)** | 1.20 (na) | 1.65 (5.80)** | 1.65 (na) |
| 0.48 | 0.48 | 0.62 | 0.62 | |
| 65 | 65 | 65 | 65 |
Simple slopes of the Models 1, 3, 5, and 7.
| Delta method | ||||||
|---|---|---|---|---|---|---|
| SE | [95% conf. interval] | |||||
| Inv. of Burt’s constraint independent work role | ||||||
| 0.31451 | 0.19970 | 1.57 | 0.121 | −0.08523 | 0.71427 | |
| Betweenness centrality independent work role | ||||||
| Inv. of Burt’s constraint independent work role | ||||||
| 0.30558 | 0.18013 | 1.70 | 0.095 | −0.05499 | 0.66157 | |
| −0.25708 | 0.15388 | −1.67 | 0.100 | −0.56511 | 0.05093 | |
| 0.06624 | 0.24507 | 0.27 | 0.788 | −0.42432 | 0.55680 | |
Differences between independent and interdependent work roles in a professional organization.
| Independent roles in a professional organization | Interdependent roles in a professional organization | |
|---|---|---|
| Typical formal role | Professional | Manager |
| Task interdependency | Client projects of several sequential and parallel tasks to be worked on alone and coordinated within the project team | Supervision over work units, selling, negotiating, and participating in several client projects. Member of business development and strategy development teams |
| Goal interdependency | Client project provides clear goals for each individual and for compiled output of project | Several goals coming from projects, firm, and clients |
| Feedback interdependency | Individuals receive feedback from colleagues working on the same project. Collective feedback provided by superior and client during and after project | Feedback from the subordinates, from clients and from top management. Feedback from several projects |
| Requirements for collaboration and coordination | Lower | Higher |