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Diversity and Popularity in Organizations and Communities

Author

Listed:
  • Walid Nasrallah

    (Stanford University)

  • Peter Glynn

    (Stanford University)

  • Raymond Levitt

    (Stanford University)

Abstract

This paper examines social groupings whose structure depends only on the distribution of ability to attract attention. When people‘s attention is a scarce resource, those individuals who are rated highest by a large number of other individuals will have to ration their attention, resulting in constraints on the social structure of the group. The incidence of popular individuals by that definition reflects the extent to which individuals agree on who their highest-rated colleague is. We propose three basic distributions or ways to generate the matrix of perceived ability so as to yield popularity profiles that can be parametrically adjusted to match observations. We demonstrate that each of these assumption sets leads to a slightly different correlation between the value of the assumption‘s parameter and the set of observable popularity patterns. Since popularity, in real life, often determines such things as power, centrality, over-utilization and perhaps reduced accessibility, having more realistic ways of representing it is important for modeling and understanding virtual organizations and communities.

Suggested Citation

  • Walid Nasrallah & Peter Glynn & Raymond Levitt, 1998. "Diversity and Popularity in Organizations and Communities," Computational and Mathematical Organization Theory, Springer, vol. 4(4), pages 347-372, December.
    • Handle: RePEc:spr:comaot:v:4:y:1998:i:4:d:10.1023_a:1009686430066
    DOI: 10.1023/A:1009686430066
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    References listed on IDEAS

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    1. Linton C. Freeman, 1997. "Uncovering Organizational Hierarchies," Computational and Mathematical Organization Theory, Springer, vol. 3(1), pages 5-18, March.
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    Cited by:

    1. Walid Nasrallah & Raymond Levitt & Peter Glynn, 2003. "Interaction Value Analysis: When Structured Communication Benefits Organizations," Organization Science, INFORMS, vol. 14(5), pages 541-557, October.
    2. Walid F. Nasrallah & Raymond E. Levitt, 2001. "An Interaction Value Perspective on Firms of Differing Size," Computational and Mathematical Organization Theory, Springer, vol. 7(2), pages 113-144, August.
    3. Walid F. Nasrallah, 2006. "When does management matter in a dog-eat-dog world: An “Interaction Value Analysis” model of organizational climate," Computational and Mathematical Organization Theory, Springer, vol. 12(4), pages 339-359, December.

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