Workgroup Social Networks and I‐deals
Smriti Anand is an Associate Professor of Management at the Illinois Institute of Technology Stuart School of Business, Chicago. Her research interests include leadership, diversity, and non‐traditional work arrangements (i‐deals) with particular focus on multi‐level and cross‐cultural frameworks. Her research has been published in leading journals of management, such as the Academy of Management Journal, the Journal of Applied Psychology, and The Leadership Quarterly. Smriti is currently an Associate Editor for Human Relations journal.
Smriti won the SHRM dissertation grant award and the SIOP dissertation grant award in 2011. She is a SIOP scholar, and has received a 2011 Emerald/EFMD Outstanding Doctoral Research Award in Human Resource Management. She has also won multiple grant awards from GMAC/MERI (2011‐14), CHRM (2006 & 2007), and IIT (summer research 2017, and teaching innovation 2018). In Spring 2016, She won Stuart School of Business Excellence in Teaching Award, and she was chosen Beta Gamma Sigma Professor of the Year by the Illinois Tech chapter in Spring 2018.
Smriti holds a Ph.D. in Business Administration and a Master of Science in Electrical Engineering from the University of Illinois at Chicago, an MBA from Northwestern University Kellogg School of Management, and a Bachelor of Science in Electrical Engineering from Ranchi University (India). She has over 10 years of high‐tech industry experience in diverse areas such as electrical and software engineering, product development, and marketing at firms such as Information Resources, Inc. and Motorola, Inc.
Individually negotiated customized wrok arrangements or idiosyncratic deals (i-deals) are an increasingly common phenomenon in contemporary organizations. We propose that these deals are created and implemented in the social context of the workgroup, such that one's location in the social network of relationships within the group plays a key role in encouraging or deterring any i-deals. Drawing on social network theory, we propose that being central in trust network is positively associated with i-deals, whereas being central in hindrance network is negatively associated with i-deals. Further, both relationships are stronger in high potency workgroups. Results of hierarchical linear modeling analyses on data gathered from 421 focal employees and 424 peers nested in 29 workgroups supported these hypotheses.