Individual Centrality and Performance in Virtual R& D Groups: An Empirical Study

Manju K. Ahuja (), Dennis F. Galletta () and Kathleen M. Carley ()
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Manju K. Ahuja: Kelley School of Business, Information Systems Department, Indiana University, 1309 East Tenth Street, Bloomington, Indiana 47405
Dennis F. Galletta: Katz Graduate School of Business, University of Pittsburgh, Pittsburgh, Pennsylvania 15260
Kathleen M. Carley: Department of Social & Decision Sciences, Carnegie Mellon University, 208 Porter Hall, Pittsburgh, Pennsylvania 15213

Management Science, 2003, vol. 49, issue 1, 21-38

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.

Keywords: field study; path analysis; social science; hierarchy of authority; is project teams; electronic mail; social network analysis; centrality; roles; individual performance (search for similar items in EconPapers)
Date: 2003
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Citations: View citations in EconPapers (55)

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Persistent link: https://EconPapers.repec.org/RePEc:inm:ormnsc:v:49:y:2003:i:1:p:21-38

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