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Social Interaction Effects following a Technological Change: A Longitudinal Investigation

Marlene E. Burkhardt
The Academy of Management Journal
Vol. 37, No. 4 (Aug., 1994), pp. 869-898
Published by: Academy of Management
Stable URL: http://www.jstor.org/stable/256603
Page Count: 30
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Since scans are not currently available to screen readers, please contact JSTOR User Support for access. We'll provide a PDF copy for your screen reader.
Social Interaction Effects following a Technological Change: A Longitudinal Investigation
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Abstract

This study was a longitudinal investigation of alternative sources of social influence and the role of interpersonal relationships in spreading beliefs, attitudes, and behaviors in an organization following a technological change. Network analysis techniques were used to test the relationships of belief, attitude, and behavior difference matrixes with structural matrixes depicting interaction distance and similarity in patterns of interaction (structural equivalence). The majority of the findings show that the individuals with whom a person interacts directly influence beliefs about personal mastery, but attitudes and behaviors are more affected by structurally equivalent co-workers. Self-monitoring moderated the extent to which interaction with others influenced individuals.

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