Question 1

Managers with more social capital get higher returns on their human capital because they are in a position to identify and develop more rewarding opportunities.

Accepted Answer

Social capital refers to the network of relationships that a person has, and managers with more social capital are able to leverage these relationships to identify and access more opportunities. By having access to a wider range of resources, information and support, they are better equipped to develop their human capital (skills, knowledge and expertise) and achieve higher returns.

Question 2

Managers at Xerox displayed very little interest in a new Internet technology that internal scientists at Xerox's PARC division had developed.However,several years later,when an external company developed a similar technology,Xerox,which was considering acquiring the company,responded favorably to the technology idea.This situation is an example of managers prioritizing a(n):

Accepted Answer

The situation described in the question is an example of managers prioritizing outsider knowledge valuation. Xerox was not interested in the technology until an external company developed a similar one, which suggests that the managers valued the technology more highly when it came from an external source rather than from within the company. This indicates that they may have been more likely to prioritize external knowledge over internal knowledge or suffer from a "not-invented-here" syndrome.

Question 3

People often hesitate to embrace the knowledge of network "insiders" because they fear that they will lose personal status if they use that knowledge.

Accepted Answer

This is a common phenomenon known as social comparison, where individuals compare themselves to others in their social group and prioritize maintaining their own status and reputation over learning new information.

Question 4

Although both friendship and advice ties are severely decimated in the aftermath of a layoff,friendship networks regenerate more quickly than advice networks.

Accepted Answer

The answer of Although both friendship and advice ties are...

Question 5

One method for most effectively increasing a team's social capital is by expanding the size of that team's network which does not mean increasing the size of the team,but rather:

Accepted Answer

By increasing the number and diversity of people with whom the team comes into contact, the team can increase its access to resources, information, and opportunities. This can help to build stronger connections with other teams and organizations, expand the team's reach, and enhance its overall social capital. While growing and enriching relationships amongst in-group team members and expanding connections with like-minded people within the team's organization can also be beneficial, they do not necessarily increase the team's social capital as effectively as expanding its external network. Option C, growing the number of structural holes in the team, is also a valid strategy for enhancing social capital, although it may be less applicable in all contexts.

Question 6

Trust does not have a direct effect on performance.Strong,dense ties,strongly increase team and organizational retention and commitment but can impair knowledge sharing because of lack of trust and reciprocity.Which of the following is an example of a group with a strong,dense,trust tie?

Accepted Answer

Guanxi network is a type of social network in China that is based on interpersonal relationships and mutual trust. It is known for its strong and dense ties which often lead to long-lasting and mutually beneficial relationships.

Question 7

A team's boundary activities are related to team innovation,are synergistic,and important for team and organizational effectiveness.________ activities focus team members outside the team and organization; ________ activities focus team members inward.

Accepted Answer

Boundary-loosening activities focus team members outside the team and organization, while boundary-tightening activities focus team members inward.

Question 8

Individuals who span organizational divides and integrate the knowledge and best practices from different areas of the organization bridge the functional gaps or the ________,that exist in organizations.

Accepted Answer

The term used to describe the gaps between different areas or functions of an organization is "structural holes." Therefore, the individuals who can integrate knowledge and best practices from different areas and bridge these gaps are bridging or filling these structural holes. Stereotypes, social comparisons, and overbounded teams are not directly related to this concept.

Question 9

Clique networks broker the flow of information between people on opposite ends of a structural hole and control the nature of projects that bring people together on opposite ends of the structural hole.

Accepted Answer

Clique networks do not broker the flow of information between people on opposite ends of a structural hole; rather, individuals known as "brokers" perform this role by connecting separate groups or cliques, thereby facilitating information flow and controlling projects across the structural hole.

Question 10

In an ideal organizational environment,there would be clear and consistent knowledge sharing among the different functional and geographic team units.Knowledge sharing does not occur as frequently as it should,but two factors: ________ and ________,have been found to consistently encourage knowledge sharing amongst team units.

Accepted Answer

Building social capital, which refers to the relationships and networks that individuals and teams have with others, and providing extrinsic incentives (e.g. rewards, recognition) have both been found to consistently encourage knowledge sharing among team units. These factors help to create a culture that values knowledge sharing and encourages individuals to contribute their knowledge and expertise to the organization.

Question 11

A company who practices "reverse mentoring," in which high-potential millennial employees share their perspectives,ideas,and knowledge with more seasoned managers within the company is encouraging younger employees to:

Accepted Answer

The answer of A company who practices "reverse mentoring," in...

Question 12

Members of research groups are often subject to the not-invented-here syndrome,in which they overvalue knowledge that comes from out-group members.

Accepted Answer

The not-invented-here syndrome refers to a tendency to undervalue or ignore knowledge, research, or innovations that originate outside of one's own group, favoring ideas generated within the group instead.

Quiz 11: Team Networking and Social Capital