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Dyadic multi-dimensionality informs the variation that exists within and between network ties and suggests that ties are not all the same and not all equally strategic. This chapter presents a model of dyadic evolution grounded in dyadic multi-dimensionality and framed within actor-level, dyadic-level, endogenous, and exogenous contexts. These contexts generate both strategic catalysts that motivate network action and bounded agency that may constrain such network action. Assuming the need to navigate within bounded agency, the model highlights three strategic processes that demonstrate how dyadic multi-dimensionality underlies the evolution of strategic network ties.

The purpose of this paper is to adopt the recipient’s perspective to explore multi-level antecedents’ effects on knowledge transfer using social capital and social network theories.

Social network and general attribute survey responses from 331 employees were analyzed through hierarchical linear modeling to verify the study’s multi-level research model and hypotheses.

A recipient’s trust in colleagues positively influences knowledge transfer and company tenure has a negative impact. At a dyadic level, the perceived expertise of a source, in addition to strength of ties, exerts a positive effect on knowledge transfer. Additionally, a recipient’s network centrality moderates the effects of dyadic relationships on knowledge transfer.

This study deepened the current understanding of the role of social capital in knowledge transfer from a recipient’s perspective. Three dimensions of a recipient’s social capital respectively showed significant, but different types of influence on knowledge transfer. Interaction effects between individual and dyadic level antecedents should be considered as well.

Both a strong tie at a dyadic level and a diverse network at an individual level should be nurtured to facilitate knowledge transfer. In addition, bi-directional knowledge transfer between seasoned employees and new employees should be promoted.

Most studies have focused on motivating a knowledge source, assuming that a recipient is always ready to adopt a source’s knowledge. To reduce this bias, the current study examined social capital’s role in knowledge transfer from a recipient’s perspective.

Conceptualizing trust alone or as the starting point for understanding both trust and distrust is insufficient. Therefore, this chapter focuses on the construction of phenotypic trustscapes and distrustscapes that permit an abstract exploration of the concepts of trust and distrust using societal and dyadic relationships and perceptions of the individual as the units of analysis. For theoretical understanding of trust and distrust, it uses social and evolutionary biologic multi-level theory. This chapter builds on the existing trust literature in three ways: (1) by triangulating on trust and distrust through the use of a number of research methodologies; (2) by placing trust and distrust in value orientation theory and models; and (3) by extricating trust and distrust from reciprocity constructs, and placing them into separate phenotypes: trustscapes and distrustscapes. These efforts show that both trust and distrust are naturally occurring phenomena, with one or the other predominant in specific contexts. The chapter includes scenarios in Japan, Bulgaria, and Indonesia to demonstrate how micro- and macro-level examples of trustscapes and distrustscapes function.

The purpose of this study is to investigate whether leader-follower similarity in construal level of the work, which indicates the degree of abstraction applied to mental representation of the work, influences the quality of interpersonal relationship at work.

First, an interview study was conducted to adapt the work-based construal-level (WBCL) scale. Then, a survey study was conducted for hypothesis testing. Data collected from 245 matched supervisor-subordinate dyads were analyzed using multi-level modeling.

Results revealed that dyadic similarity in work-domain construal level is positively related to leader-member exchange (LMX) quality. As a leader and a follower become similar to each other in terms of mental representation (i.e. construal level) of work, they experience higher relationship quality.

This study enhances the current knowledge of the role of cognition and cognitive similarity in leadership processes.

The purpose of this paper is to extend the motivating language (ML) theory conceptualization by examining the role of leader‐level communication (as compared to the current dyadic level conceptualization) in employee performance and job satisfaction.

Partial least squares (PLS) analysis is used to test how leader and dyadic‐based ML effects employee outcomes. PLS analysis is applied in an incremental fashion, adding leader‐level language after dyadic‐level ML had been included in the model. Such an incremental approach shows the extent of added variance by leader‐level ML. The sample is drawn from 151 health care workers in a Southeastern health facility.

Results indicate that leader‐level ML significantly and positively effects follower performance. In comparison, dyadic‐level ML significantly and positively effects both employee performance and job satisfaction.

This research only examines a subset of the outcome variables that have been examined in ML research. As such, it is not clear how extensively leader‐level ML effects related employee outcomes.

The paper helps us to better understand how ML actually effects employee outcomes. As a result, this research contributes insights into improved organizational interventions that are designed to improve follower outcomes through leader communication.

The paper extends our understanding of ML and leader communication. The paper adds a leader‐level component to the original dyadic‐level theory. This reconfiguration offers new avenues for research investigation and implications for leader training.

Prior research suggests that there is enough residual uncertainty in conflict situations so that a person's attitude towards risk may influence his or her conflict behavior. This paper explores the level of dyadic conflict arising from negotiation between partners having different combinations of risk propensities. Dyadic conflict was measured as the sum of each dyadic partner's conflict score using the Rahim Organizational Conflict Inventory‐I. Risk propensities of negotiators were induced The results from the experiment provide clear evidence in support of the research hypothesis that in a dyad, the greater the disparity between the negotiating partners in their risk‐taking propensities, the greater will be the levels of dyadic conflict. The result suggests that conflict models of negotiating under uncertainty need to include risk propensities of the players to expand their descriptive power.

Relationship marketing has been playing an important role in the development of marketing theory and practice. Though the concept has been extensively applied in international marketing in understanding the dynamics of exporter-importer relationships, few studies have looked at dyadic data to investigate the impact of mutuality of relational variables on the exporter-importer relationships. The objective of this study is to understand the impact of mutuality of key relational variables on exporter-importer relationship performance. A dyadic model of mutuality is proposed. The model highlights the impact of balance, level and quality of perceptual bi-directionality of relational variables.

The model was tested using dyadic data collected from exporter-importer relationships involving Australian exporters and their Southeast Asian import partners through a cross-sectional, quantitative survey. Mutuality of relationship constructs was measured using the perceptual bi-directionality (PBD) method.

The results support the central hypothesis that mutuality of relational constructs has an impact on relationship performance.

The study is the first to apply the perceptual bi-directionality method to measure mutuality of relational constructs in an exporter-importer setting. The study contributes to the general understanding of international business and exporter-importer relationship performance in particular.

The purpose of this paper is to build theory and present a model of the development of conflicts in teams.

The paper develops a conceptual model based on past theory and research.

The model brings a multi-level perspective to the process of intragroup conflict by showing the mechanisms by which an interpersonal, dyadic conflict can spread to other team members over time through a process of conflict contagion.

This study provides a new model for conflict escalation and it sheds light on factors which can either ameliorate or exacerbate the speed and extent of conflict contagion. The repercussions of different degrees of conflict involvement within a team are discussed.

Negotiators with a BATNA (best alternative to the negotiated agreement) obtain higher individual outcomes and a larger percentage of the dyadic outcomes than individuals without a BATNA. This study examined if three mechanisms related to a BATNA, an alternative, a specific goal, and self‐efficacy, independently or in combination, influence outcomes. Six of the eight combinations resulted in higher individual outcomes. An alternative coupled with a goal or self‐efficacy resulted in a higher percent of dyadic outcomes and higher impasse rates.

Organizational studies of time tend to be done by academic researchers rather than practitioners. This chapter builds on academic research to provide a practitioner perspective by reviewing time situated in theory and constructing two phenotypes: timescapes of business and social time. These timescapes are defined by six dimensions, each with a social and business time parameter. Organizational business and social timescapes have different functions and applications. Timescapes, with their concomitant dimensions and sets of parameters, are used differently by senior managers, middle managers, and entry-level managers. Three multi-level approaches (self, dyadic, and social relationships), composition theory, and compilation theory confirm these three managerial timescape usages. After a review of the theoretical bases of the timescape constructs and a brief discussion of the grounded, anthropological, research methodology used in the study, this chapter applies timescape theory and models to an extended time case study of the Procter & Gamble Company that frames the company's timescape understanding and use from a practitioner's view.