Published Work
Ray E. Reagans, Hagay C. Volvovsky and Ronald S. Burt (2023), Shared language in the team network-performance association: Reconciling conflicting views of the network centralization effect on team performance. Collective Intelligence, 2(3). https://doi.org/10.1177/26339137231199739
We reconcile two conflicting views of the network centralization effect on team performance. In one view, a centralized network is problematic because it limits knowledge transfer, making it harder for team members to discover productive combinations of their know-how and expertise. In the alternative view, the limits on knowledge transfer encourage search and experimentation, leading to the discovery of more valuable ideas. We maintain the two sides are not opposed but reflect two distinct ways centralization can affect a team’s shared problem-solving framework. The shared framework in our research is a shared language. We contend that team network centralization affects both how quickly a shared language emerges and the performance implications of the shared language that develops. We analyze the performance of 77 teams working to identify abstract symbols for 15 trials. Teams work under network conditions that vary with respect to centralization. Results indicate that centralized teams take longer to develop a shared language, but centralized teams also create a shared language that is more beneficial for performance. The findings also indicate that the highest performing teams are assigned to networks that combine elements of a centralized and a decentralized network.
Ronald S. Burt, Ray E. Reagans, and Hagay C. Volvovsky (2020). Network Brokerage and the Perception of Leadership. Social Networks, 65, 33-50. https://doi.org/10.1016/j.socnet.2020.09.002
We renovate a classic experiment to define a research platform that provides data on network behavior and the causal effect of access to structural holes. Our hypothesis is that people are perceived to be leaders when they behave as network brokers, which is to say, when they coordinate information across structural holes. We focus on the perception of leadership to connect with the many field studies in which access to structural holes predicts success measures keyed to leadership. Our hypothesis is clearly supported. The broker-leader association we report is very similar in strength and form to broker-success associations reported in previous research. At the same time, it is also clear that people adapt to their randomly assigned network, re-shaping it to suit preferences that in some part emerge in team deliberations or outside the experiment. A modification to our hypothesis — at least for these small laboratory teams — is that monopoly brokerage is key to being cited as team leader. Leadership is ambiguous when multiple people are positioned to be brokers unless one person emerges by his or her network behavior as a monopoly broker. Our summary conclusion is that access to structural holes can be causal to the perception of leadership, a characteristic implicit in many success measures used to document the broker-success association.
Lisa Bernstein and Hagay Volvovsky (2015). Not What You Wanted to Know: The Real Deal and the Paper Deal in Consumer Contracts – Comment on the work of Florencia Marotta-Wurgler. Jerusalem Review of Legal Studies, 12(1), 128-136. https://doi.org/10.1093/jrls/jlv002
We explore the difference between the rights and obligations specified in the legally binding contracts formalizing consumer transactions and how sellers behave in practice. We argue that institutional factors such as the cost and availability of litigation and the spread of reputational information about past performance shape sellers' actions in conjunction with the formal contract. Moreover, the effects of formal contracts, reputation and the availability of litigation on the rights consumers enjoy are interdependent with each other. As a result, researchers and policy makers seeking to protect consumers cannot confine their analysis to the language of legally binding contracts.
What I'm Working on Right Now
Hagay C. Volvovsky, Collaboration at the Tower of Babel: The Meaning of Cooperation and the Foundations of Long-Term Exchange
Cooperation requires not only that exchange partners take cooperative actions but also that they arrive at a mutual understanding of what cooperation means – i.e., the specific actions that constitute cooperation and defection. Absent such shared understandings, even cooperative actions may be interpreted as defection, leading to the termination of the exchange. Past work has found that shared understandings of cooperation are present in long-term exchange relationships but has left open a fundamental question: if relationship longevity breeds shared understandings of cooperation, how can new exchange relationships that lack such understandings survive into longevity? This paper proposes and validates a general process by which exchange partners can arrive at a shared understanding of what cooperation means in changing and complex environments, thereby making both cooperation and long-term exchange possible: low-stakes joint problem-solving. At the heart of the analytic strategy is the differentiation between two contexts: one in which exchange partners can rely on established, pre-existing, commonly known frameworks and one in which a mutual understanding cannot be achieved without the joint development of a new relationship-specific framework. A set of online experiments validates the key theoretical implication. When established frameworks are unavailable, low-stakes joint problem solving helps forge mutual understandings that support cooperation and long-term exchange. By contrast, when relationships are not needed to develop mutual understanding, joint problem solving (and long-term exchange), may not be valuable for supporting cooperation.
Hagay C. Volvovsky, Revising Economic Action and Social Structure: The Role of Embeddedness in the Age of Amazon
Network scholars posit that networks provide better reputational enforcement than market reputation (i.e., the reputation that would emerge from a sample of market participants). In this view, reputational signals are local to social network neighborhoods. Because it is costly to communicate with strangers, and there is little reason to trust them, reputational signals are stronger in the presence of shared third parties and decay with network distance. Consequentially, reputational sanctions and norm enforcement are also local to the network. Yet, the rise of reputational aggregation platforms such as Amazon and eBay call these mechanisms into question. In this paper, I identify an additional mechanism driving network-based reputational enforcement, one that places a boundary condition on both network and market based reputational enforcement. I argue that the informativeness of a reputational signal from A to B about C increases in relation to B’s belief that A used the same coordination framework B would in making her evaluation of C. The closer A’s framework is to B’s, the more informative the signal. When the underlying exchange relies on a well-established coordination framework, reputational signals from socially distant actors become informative, making market reputation and the platforms that aggregate it far more effective in providing reputational enforcement than social networks and reducing actors’ reliance on social networks for partner selection. Conversely when well-established frameworks are unavailable, reputational signals from strangers about whose frameworks you have little information become uninformative, rendering platforms ineffective. When that is the case, there are good reasons to believe that frameworks - and thus reputations and reputational enforcement – are local to social network neighborhoods, and social networks continue to play a large role in facilitating cooperation and guiding partner selection.
Hagay C. Volvovsky, Ezra Zuckerman Sivan, and James P. Houghton, Seeing Like an Organization: An Experimental Paradigm for Analyzing how Shared Cognitive Schemas Enable and Trap
A long tradition in organizational theory argues that shared cognitive schemas simultaneously help organizations interpret and respond effectively to complex environments and trap organizations into ineffective responses as they misinterpret changed environments. However, existing evidence cannot establish whether schemas cause differences in adaptation or reflect unobserved organizational differences. This limitation is difficult to overcome because schemas are hard to observe, emerge endogenously from experience, and coevolve with organizational capabilities. This paper develops an experimental paradigm that addresses this challenge by inducing or inhibiting shared schema formation, observing schemas as they emerge, and evaluating the performance consequences of shared schemas when the environment changes. Across two studies, we show that groups that developed shared schemas coordinated faster when environmental change was compatible with those schemas. But when change rendered these schemas ineffective, they impaired adaptation. Additional evidence suggests that this maladaptive persistence was strongest when the changed environment remained familiar-looking enough to make an obsolete schema seem useful, and weakest when the schema’s inapplicability was readily apparent. The findings provide direct causal evidence that shared cognitive schemas can limit organizational adaptation and introduce a paradigm for studying how and when schemas become competency traps.
Liat Eldor, Hagay C. Volvovsky, and Maayan Sacher, The Power of Help:
How Helping Behaviors Build Power among Digital Platform Workers
Helping behaviors among gig platform workers present a puzzle. Gig platforms are designed to minimize interdependence, isolate workers, and reward individual task performance, thereby pitting workers against one another. Yet gig drivers provide help to peers–offering roadside assistance, sharing information, and tips on how to increase earnings–despite clear costs in time, effort, and competitive disadvantage. Integrating interviews with gig drivers in India and the United States, along with a decade-long analysis of 2.9 million online interactions among U.S. ride-hailing drivers, we show that helping generates power. Qualitative evidence reveals that helpers become objects of dependence, obligation, and deference. Quantitative analyses demonstrate that helping predicts subsequent increases in network centrality—a structural source of power—controlling for individual and time fixed effects, prior centrality, and activity levels. These findings reconceptualize helping as a network-building practice that actively generates power, extend social network theory by showing how discretionary prosocial behavior produces structural advantage, and challenge the assumption that helping requires formal organizational rewards.