Network Reconfiguration: The Implications of Recognizing Top Performers in Teams

Abstract

Social recognition programme is a frequently used motivational tool in organizations. It serves two purposes: to recognize award recipients’ exceptional performance, and to motivate other employees to work hard for future social recognition. However, when work is interdependent, recognizing just one team member but not others constitutes a salient social comparison situation. In this study, we introduce a generalized concept of network reconfiguration. In a field experiment, we track dyadic interactions before and after social recognition of the top performers in teams, and document substantial changes in teams’ social network structures during this period of time. Using latent change score modelling to test for the presence of network reconfiguration at individual (i.e., centrality) and team (i.e., density) levels of analysis, we find that socially recognizing a top performer does, in fact, influence network reconfiguration processes. In our study context, the network reconfiguration process takes place around the top performer, with team members becoming significantly less connected with him or her. We also find a negative impact on team performance for teams that experience higher levels of network reconfiguration due to team procedural injustice.