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Friendship and culture: the control of organizational diversity

Author: Kilduff, Martin ; Krackhardt, DavidINSEAD Area: Organisational BehaviourIn: American Anthropologist, vol. 92, no. 1, mar. 1990 Language: EnglishDescription: p. 142-154.Type of document: INSEAD ArticleNote: Please ask the Library for this articleAbstract: Forty-seven key members of an entrepreneurial organization rated each other on dimensions tailored to the culture of this organization. As predicted, friends construed the members of the organization more similarly than non-friends. These results remained significant even controlling for either a cohort effect or an organization position effect. Further, individuals who disagreed with their friends' perceptions tended to be dissatisfied with their jobs. People's attributions appear to be controlled by the need to be in harmony with others in their friendship networks. The control of organizational diversity, therefore, may be as much an interpersonal initiative as it is a prerogative of management manipulation
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Forty-seven key members of an entrepreneurial organization rated each other on dimensions tailored to the culture of this organization. As predicted, friends construed the members of the organization more similarly than non-friends. These results remained significant even controlling for either a cohort effect or an organization position effect. Further, individuals who disagreed with their friends' perceptions tended to be dissatisfied with their jobs. People's attributions appear to be controlled by the need to be in harmony with others in their friendship networks. The control of organizational diversity, therefore, may be as much an interpersonal initiative as it is a prerogative of management manipulation

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