ABSTRACT
The majority of the research on relationships within organizations focuses on the effects that these relationships have on organizational processes and outcomes, including decision making, resource allocation, and team effectiveness, productivity or performance (e.g., Balkundi & Harrison, 2006; Berman, West, & Richter, 2002; Earley & Gibson, 2002; Lane, Maznevski, DiStefano, & Dietz, 2009; Ma, Lee & Yu, 2008; Marks, Mathieu, & Zaccaro, 2001; Shaner & Maznevski, 2011; Song & Olshfski, 2008; Uzzi & Dunlap, 2005). Social interaction over time, however, is also an important consideration in organizations and in group-related studies (Beauregard, 2010; Bluedorn & Denhardt, 1988; Leavitt, 1964; Lira, Ripoll, Peiro, & Orengo, 2008) because it impacts employee attraction and retention and, simply, our daily lives in organizations and beyond. It is not surprising that the workplace is a major supplier of social connections and friendships because it usually allows people to enjoy frequent contact and the proximity to others (see Festinger, Schachter, & Back, 1950). Moreover, the quality aspect of relationships has become increasingly relevant according to management scholars (e.g., Brueller & Carmeli, 2011; Dutton & Ragins, 2007; Rispens, Greer, Jehn, & Thatcher, 2011; Song & Olshfski, 2008).
