R Reagans
Biographic Data
| ID | 4359 |
|---|---|
| NAME | R Reagans |
| GIVEN NAMES | R |
| FAMILY NAME | Reagans |
| SIGNATURE | REAGANS R |
| AFFILIATIONS | Massachusetts Institute of Technology |
| ORCID | 0000-0001-8706-3124 |
| VERIFIED | Yes |
| TOTAL WORKS | 15 |
| TOTAL CITATIONS | 79 |
| AUTHOR COUNT | 15 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 1998 |
| LATEST PUBLICATION YEAR | 2026 |
| H-INDEX | 3 |
Assessing the extent to which network structure causes people to be perceived as a leader
Social network experiments provide a powerful framework for identifying causal network effects but also allow a specific form of network endogeneity. Random assignment eliminates the correlation between individual differences and treatment assignment but not between individual differences and treatment response. Individual differences can shape how participants enact their assigned networks. We use data from three networks to demonstrate an under…
Jargonization, Language Development, and Team Performance
Team talk
We began this work intending to illustrate the network origins of jargon, a signal feature of team learning and the division of labor. In the process, we came to recognize the substantive importance of message timing, which we discuss as the pulse of a network. This paper describes our route to that recognition. We analyze data from a renovated classic network experiment providing empirical support for three hypotheses. The first, and most famili…
Network brokerage and the perception of leadership
Full Issue
We believe that the forthright sharing of information among foundations and nonprofits builds a knowledge base that strengthens their ability to effectively address critical social issues. We encourage foundation donors, boards, and staff to honor this transparency in their own practices and to support others who do so
Beyond one-size-fits-all
When and why do organizational diversity approaches that highlight the importance of social group differences (vs. equality) help stigmatized groups succeed? We theorize that social group members' numerical representation in an organization, compared with the majority group, influences concerns about their distinctiveness, and consequently, whether diversity approaches are effective. We combine laboratory and field methods to evaluate this theory…
Bridging the Knowledge Gap
Prior research has emphasized the importance of boundary spanners in facilitating the transfer of knowledge between organizational units. The successful transfer of knowledge between organizational units is critical for a number of organizational processes and performance outcomes. The empirical evidence on the success of boundary spanners is mixed, however. Research findings indicate boundary spanners can either facilitate or inhibit the flow of…
Commitment, Learning, and Alliance Performance
Current theoretical arguments highlight a dilemma faced by actors who either adopt a weak or strong commitment strategy for managing their alliances and partnerships. Actors who pursue a weak commitment strategy|i.e. immediately abandon current partners when a more pro table alternative is presented|are more likely to identify the most rewarding alliances. On the other hand, actors who enact a strong commitment approach are more likely to take ad…
Close Encounters
Models of network formation emphasize the importance of social similarity and propinquity in producing strong interpersonal connections. The positive effect each factor can have on tie strength has been documented across a number of studies, and yet we know surprisingly very little about how the two factors combine to produce strong ties. Being in close proximity could either amplify or dampen the positive effect that social similarity can have o…
Do you two know each other? Transitivity, homophily, and the need for (network) closure
The authors investigate whether need for closure affects how people seek order in judging social relations. In Study 1, the authors find that people who have a high need for closure (NFC) were more likely to assume their social contacts were connected to each other (i.e., transitivity) when this was not the case. In Studies 2 and 3, the authors examine another form of order in network relations--racial homophily--and find that high-NFC participan…
Helping one's way to the top
The authors argue that high self-monitors may be more sensitive to the status implications of social exchange and more effective in managing their exchange relations to elicit conferrals of status than low self-monitors. In a series of studies, they found that high self-monitors were more accurate in perceiving the status dynamics involved both in a set of fictitious exchange relations and in real relationships involving other members of their so…
Managing Knowledge in Organizations
In this concluding article to the Management Science special issue on “Managing Knowledge in Organizations: Creating, Retaining, and Transferring Knowledge,” we provide an integrative framework for organizing the literature on knowledge management. The framework has two dimensions. The knowledge management outcomes of knowledge creation, retention, and transfer are represented along one dimension. Properties of the context within which knowledge …
Network Structure and Knowledge Transfer
This research considers how different features of informal networks affect knowledge transfer. As a complement to previous research that has emphasized the dyadic tie strength component of informal networks, we focus on how network structure influences the knowledge transfer process. We propose that social cohesion around a relationship affects the willingness and motivation of individuals to invest time, energy, and effort in sharing knowledge w…
Hot Groups
Many corporations, in their attempt to create innovative products and services, have focused on the concept of building teams. While many groups fizzle, on rare occasions the members of a group will experience an extraordinary eruption of excitement, transcending an organization's rigid confines to achieve astonishing results. These individuals, say Jean Lipman-Blumen and Harold J. Leavitt, are lucky enough to be members of a a phenomenon they lu…
Differences in social difference
Beyond one-size-fits-all
When and why do organizational diversity approaches that highlight the importance of social group differences (vs. equality) help stigmatized groups succeed? We theorize that social group members' numerical representation in an organization, compared with the majority group, influences concerns about their distinctiveness, and consequently, whether diversity approaches are effective. We combine laboratory and field methods to evaluate this theory…
Helping one's way to the top
The authors argue that high self-monitors may be more sensitive to the status implications of social exchange and more effective in managing their exchange relations to elicit conferrals of status than low self-monitors. In a series of studies, they found that high self-monitors were more accurate in perceiving the status dynamics involved both in a set of fictitious exchange relations and in real relationships involving other members of their so…
Do you two know each other? Transitivity, homophily, and the need for (network) closure
The authors investigate whether need for closure affects how people seek order in judging social relations. In Study 1, the authors find that people who have a high need for closure (NFC) were more likely to assume their social contacts were connected to each other (i.e., transitivity) when this was not the case. In Studies 2 and 3, the authors examine another form of order in network relations--racial homophily--and find that high-NFC participan…
Team talk
We began this work intending to illustrate the network origins of jargon, a signal feature of team learning and the division of labor. In the process, we came to recognize the substantive importance of message timing, which we discuss as the pulse of a network. This paper describes our route to that recognition. We analyze data from a renovated classic network experiment providing empirical support for three hypotheses. The first, and most famili…
Commitment, Learning, and Alliance Performance
Current theoretical arguments highlight a dilemma faced by actors who either adopt a weak or strong commitment strategy for managing their alliances and partnerships. Actors who pursue a weak commitment strategy|i.e. immediately abandon current partners when a more pro table alternative is presented|are more likely to identify the most rewarding alliances. On the other hand, actors who enact a strong commitment approach are more likely to take ad…
Differences in social difference
Hot Groups
Many corporations, in their attempt to create innovative products and services, have focused on the concept of building teams. While many groups fizzle, on rare occasions the members of a group will experience an extraordinary eruption of excitement, transcending an organization's rigid confines to achieve astonishing results. These individuals, say Jean Lipman-Blumen and Harold J. Leavitt, are lucky enough to be members of a a phenomenon they lu…
Managing Knowledge in Organizations
In this concluding article to the Management Science special issue on “Managing Knowledge in Organizations: Creating, Retaining, and Transferring Knowledge,” we provide an integrative framework for organizing the literature on knowledge management. The framework has two dimensions. The knowledge management outcomes of knowledge creation, retention, and transfer are represented along one dimension. Properties of the context within which knowledge …
Network Structure and Knowledge Transfer
This research considers how different features of informal networks affect knowledge transfer. As a complement to previous research that has emphasized the dyadic tie strength component of informal networks, we focus on how network structure influences the knowledge transfer process. We propose that social cohesion around a relationship affects the willingness and motivation of individuals to invest time, energy, and effort in sharing knowledge w…
Helping one's way to the top
The authors argue that high self-monitors may be more sensitive to the status implications of social exchange and more effective in managing their exchange relations to elicit conferrals of status than low self-monitors. In a series of studies, they found that high self-monitors were more accurate in perceiving the status dynamics involved both in a set of fictitious exchange relations and in real relationships involving other members of their so…
Do you two know each other? Transitivity, homophily, and the need for (network) closure
The authors investigate whether need for closure affects how people seek order in judging social relations. In Study 1, the authors find that people who have a high need for closure (NFC) were more likely to assume their social contacts were connected to each other (i.e., transitivity) when this was not the case. In Studies 2 and 3, the authors examine another form of order in network relations--racial homophily--and find that high-NFC participan…
Close Encounters
Models of network formation emphasize the importance of social similarity and propinquity in producing strong interpersonal connections. The positive effect each factor can have on tie strength has been documented across a number of studies, and yet we know surprisingly very little about how the two factors combine to produce strong ties. Being in close proximity could either amplify or dampen the positive effect that social similarity can have o…
Bridging the Knowledge Gap
Prior research has emphasized the importance of boundary spanners in facilitating the transfer of knowledge between organizational units. The successful transfer of knowledge between organizational units is critical for a number of organizational processes and performance outcomes. The empirical evidence on the success of boundary spanners is mixed, however. Research findings indicate boundary spanners can either facilitate or inhibit the flow of…
Commitment, Learning, and Alliance Performance
Current theoretical arguments highlight a dilemma faced by actors who either adopt a weak or strong commitment strategy for managing their alliances and partnerships. Actors who pursue a weak commitment strategy|i.e. immediately abandon current partners when a more pro table alternative is presented|are more likely to identify the most rewarding alliances. On the other hand, actors who enact a strong commitment approach are more likely to take ad…
Beyond one-size-fits-all
When and why do organizational diversity approaches that highlight the importance of social group differences (vs. equality) help stigmatized groups succeed? We theorize that social group members' numerical representation in an organization, compared with the majority group, influences concerns about their distinctiveness, and consequently, whether diversity approaches are effective. We combine laboratory and field methods to evaluate this theory…
Full Issue
We believe that the forthright sharing of information among foundations and nonprofits builds a knowledge base that strengthens their ability to effectively address critical social issues. We encourage foundation donors, boards, and staff to honor this transparency in their own practices and to support others who do so
Network brokerage and the perception of leadership
Team talk
We began this work intending to illustrate the network origins of jargon, a signal feature of team learning and the division of labor. In the process, we came to recognize the substantive importance of message timing, which we discuss as the pulse of a network. This paper describes our route to that recognition. We analyze data from a renovated classic network experiment providing empirical support for three hypotheses. The first, and most famili…
Assessing the extent to which network structure causes people to be perceived as a leader
Social network experiments provide a powerful framework for identifying causal network effects but also allow a specific form of network endogeneity. Random assignment eliminates the correlation between individual differences and treatment assignment but not between individual differences and treatment response. Individual differences can shape how participants enact their assigned networks. We use data from three networks to demonstrate an under…
Jargonization, Language Development, and Team Performance
Computer Science (10 works) · Psychology (8 works) · Social Psychology (7 works) · Opinion Dynamics and Social Influence (4 works) · Political science (4 works) · Social and Intergroup Psychology (4 works) · Social Capital and Networks (4 works) · Knowledge management (3 works) · Knowledge transfer (3 works) · Social network (sociolinguistics) (3 works)