000			01392naa a2200205uu 4500
001			7175
003			OSt
005			20190211154225.0
008			020924s2005 xx ||||gr |0|| 0 eng d
100	1		_aMEHRA, Ajay _97010
245	1	0	_aThe social networks of high and low self-monitors : _bimplications for workplace performance
260			_c2001
520	3		_aThis article examines how different personality types create and benefit from social networks in organizations. Using data from a 116-member high-technology firm, we tested how self-monitoring orientation and network position related to work performance. First, chamaleon-like high self-monitors were more likely than true-to-them-selves low self-monitors to occupy central positions in social networks. Second, for high (but not for low) self-monitors, longer service in the organization related to the occupancy of strategically advantageous network positions. Third, self-monitoring and centrality in social networks idependently predicted individuals workplace peformance. The results paint a pricture of people shaping the networks that constrain and enable performance
700	1		_aKILDUFF, Martin _95551
700	1		_aBRASS, Daniel J _916685
773	0	8	_tAdministrative Science Quarterly _g46, 1, p. 121-146 _d, 2001 _w
942			_cS
998			_a20020924 _bCassio _cCassio
998			_a20081106 _b1000^b _cZailton
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c7331 _d7331
041			_aeng