Predicting workplace relational dynamics using an affective model of relationships

• Author: Karen Niven,Virginie Lopez‐Kidwell,Giuseppe Labianca
• DOI: http://doi.org/10.1002/job.2300
• Published date: 01 November 2018
• Date: 01 November 2018

SPECIAL ISSUE ARTICLE

Predicting workplace relational dynamics using an affective

model of relationships

Virginie Lopez‐Kidwell

1

*|Karen Niven

2

*|Giuseppe Labianca

3

1

College of Business, University of North

Texas, Denton, Texas, U.S.A.

2

Alliance Manchester Business School,

University of Manchester, Manchester, U.K.

3

Gatton College of Business and Economics,

University of Kentucky, Lexington, Kentucky,

U.S.A.

Correspondence

Virginie Lopez‐Kidwell, College of Business,

University of North Texas, Denton, Texas,

U.S.A.

Email: virginie.kidwell@unt.edu

Summary

Integrating insights from the organizational social networks and workplace affect liter-

atures, the authors propose a dynamic model of relationships, focusing on the affect

experienced within dyadic work relationships to predict their trajectory over time:

either improving, declining, or static. The feelings each partner typically experiences

within an ongoing relationship (trait relational affect) can be distinguished according

to their hedonic tone and activation level, and the combination of both dyadic

partners' trait relational affect is predictive of the relationship trajectory. Furthermore,

the emotions each partner experiences during specific interactional episodes (state

relational affect) can alter and disrupt this relationship trajectory, either temporarily

or permanently, to the extent that they diverge from the trait relational affect that

is typically experienced. A given relationship trajectory over time leads to the devel-

opment of different types of informal work ties (strong, negative, or weak), which

are associated with a wealth of organizational consequences including effort, motiva-

tion, performance, and innovation. The model addresses criticisms that organizational

social network research neglects the role of affect and views networks as static

entities. The model further provides affect researchers with a novel framework that

considers affect as a relational rather than individual phenomenon.

KEYWORDS

emotions, organizational social networks, relational affect, relational dynamics, workplace

relationships

1|INTRODUCTION

“People may not remember exactly what you did, or what you said, but

they will always remember how you made them feel.”—Maya Angelou

Organizations are increasingly understood as a nexus of social

relationships (Freeman, 2004; Granovetter, 1985; Kilduff & Brass,

2010; Wellman & Berkowitz, 1988) that are crucial for dealing with

the nonroutine challenges in a constantly changing business environ-

ment (Morey & Luthans, 1991). Indeed, organizational survival and

continued competitive advantage require that employees coordinate,

collaborate, and exchange various tangible and intangible resources

(Ashforth & Humphrey, 1995; Barney, Ketchen, & Wright, 2011;

Borgatti & Foster, 2003; Borgatti & Lopez‐Kidwell, 2011). Accordingly,

the study of employee relationships has become essential to manage-

ment theories (Allen & de Tormes Eby, 2012; Cropanzano & Mitchell,

2005; Grant & Parker, 2009).

Most relationships in organizations are derived from the

organization's formal structure, with individuals dividing into teams

and departments that create both opportunities and the need for

greater interaction (Burt, 2001). Yet, individuals maintain the

discretion to form other relationships, and to invest more or less time

and attention in others based on their own personal preferences.

Recent work suggests that these discretional relationships form

primarily because of interpersonal affect, even when more competent

*The first two authors contributed equally to the manuscript. The authors thank

the JOB review team for their excellent guidance throughout the review

process. The authors also thank Tiziana Casciaro, Daniel Brass and Stephen

Borgatti for their helpful feedback on earlier drafts of the paper.

Received: 15 October 2016 Revised: 30 April 2018 Accepted: 3 May 2018

DOI: 10.1002/job.2300

J Organ Behav. 2018;39:1129–1141. © 2018 John Wiley & Sons, Ltd.wileyonlinelibrary.com/journal/job 1129