What is it about?
The purpose of this paper is to adapt the job demands–resources perspective to extend social network literature by examining the effectiveness of psychological and instrumental mechanisms as mediators of the relationship between employees’ centrality in positive and negative ties networks and job performance.
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Why is it important?
The study extends out to the social ledger model (Labianca and Brass, 2006) by examining the dual pathways of effects of positive and negative ties in predicting employee outcomes.
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This page is a summary of: The effect of social network ties on performance: a moderated mediation model, International Journal of Productivity and Performance Management, July 2019, Emerald, DOI: 10.1108/ijppm-01-2019-0038.
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