- Page 1 and 2: TITLE PAGE A SOCIAL INFLUENCE ANALY
- Page 3 and 4: Copyright by Thomas J. Zagenczyk 20
- Page 5 and 6: with the expectation that reciproca
- Page 7: LIST OF TABLES Table 1: Hypothesize
- Page 11 and 12: epresentatives of the organization
- Page 13 and 14: Researchers also consider the conte
- Page 15 and 16: Exploring the effects of social inf
- Page 17 and 18: CHAPTER TWO: LITERATURE REVIEW Orga
- Page 19 and 20: Levinson’s work explained the lar
- Page 21 and 22: Eisenberger and colleagues (1986) a
- Page 23 and 24: In subsequent studies, researchers
- Page 25 and 26: the organization is based on percei
- Page 27 and 28: esearch exploring the antecedents o
- Page 29 and 30: a manager with high formal status s
- Page 31 and 32: to carry out tasks on their own, an
- Page 33 and 34: occurs because the norm of reciproc
- Page 35 and 36: on their daily tasks. Examining thi
- Page 37 and 38: coworkers are able to provide infor
- Page 39 and 40: when forming perceptions and evalua
- Page 41 and 42: identifies with and interacts with
- Page 43 and 44: Miles, and Grover (2003) showed tha
- Page 45 and 46: instance, a researcher may find a p
- Page 47 and 48: likely to discuss sensitive issues
- Page 49 and 50: it does not require that the role m
- Page 51 and 52: among tellers. In one branch, no se
- Page 53 and 54: eside outside of the focal individu
- Page 55 and 56: To test the effects of social influ
- Page 57 and 58: disseminating organizational inform
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less positive. Thus, the POS of the
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ties (and other combinations of str
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Research Setting Hypotheses were te
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network data concerning recurring i
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I explored these different requirem
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or not the employees with whom they
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frequent contact with person j, or
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employee held a leadership position
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correlation analysis has two steps.
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Organizational Support was .84, whi
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Table 5: Descriptive Statistics for
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Correlations. Two different types o
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Control Variables Table 7: Pearson
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Control Variables Table 9: Pearson
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Results of Hypotheses Tests using Q
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positions had perceptions of organi
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CHAPTER FIVE: DISCUSSION AND CONCLU
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elationship may not have been consi
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social learning theory (Bandura, 19
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to provide false information is les
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Fourth, when studying social influe
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theoretical foundation of POS is so
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consistent with past research (Ibar
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employees who were widely regarded
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etween employees, only strong frien
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of structure and behavior. Academy
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organizational support. In J. A-M.
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Hammer, M. (1985). Implications of
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Kohlberg, L. (1963). Moral developm
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Mehra, A., Kilduff, M., & Brass, D.
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Rogers, E.M. (1995). Diffusion of i
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networks: An introduction to Markov
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Name of employee Yes Yes No No Name