HIGHLIGHTS
SUMMARY
ESM networks have different positive and negative consequences for employees depending on the employees` specific network positions, meaning how or with whom they are interrelated in such networks (Borgatti and Foster 2003; Kane et_al 2014). For instance, employees who maintain strong interaction ties in ESM networks can exploit this position to increase their job performance (Riemer et_al 2015). Many empirical studies explore how the consequences of ESM networks for employees vary depending on the employees` positions in the networks. ESM networks can be divided into different layers, employees can occupy various network positions in . . .
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