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Individual centrality and performance in virtual R&D groups: An empirical study

Ahuja, MK and Galletta, DF and Carley, KM (2003) Individual centrality and performance in virtual R&D groups: An empirical study. Management Science, 49 (1). 21 - 38. ISSN 0025-1909

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Abstract

Communication technologies support virtual R&D groups by enabling immediate and frequent interaction of their geographically-distributed members. Performance of members in such groups has yet to be studied longitudinally. A model proposes not only direct effects of functional role, status, and communication role on individual performance, but also indirect effects through individual centrality. Social network analysis was performed on e-mail samples from two time periods separated by four years. Analysis revealed both direct and indirect effects as hypothesized; however, the indirect effects were more consistent in both time periods. The clearest findings were that centrality mediates the effects of functional role, status, and communication role on individual performance. Interestingly, centrality was a stronger direct predictor of performance than the individual characteristics considered in this study. The study illustrates the usefulness of accounting for network effects for better understanding individual performance in virtual groups.


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Details

Item Type: Article
Status: Published
Creators/Authors:
CreatorsEmailPitt UsernameORCID
Ahuja, MK
Galletta, DFGALLETTA@pitt.eduGALLETTA
Carley, KM
Date: 1 January 2003
Date Type: Publication
Journal or Publication Title: Management Science
Volume: 49
Number: 1
Page Range: 21 - 38
DOI or Unique Handle: 10.1287/mnsc.49.1.21.12756
Schools and Programs: Joseph M. Katz Graduate School of Business > Business Administration
Refereed: Yes
ISSN: 0025-1909
Date Deposited: 20 Sep 2012 21:01
Last Modified: 02 Feb 2019 15:55
URI: http://d-scholarship.pitt.edu/id/eprint/13921

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