Dynamic resource-acquisition strategies: Analysis of survivor betweenness centrality relationships after downsizing

This paper investigates dynamic changes in instrumental (i.e., work-related) tie-seeking patterns and the structure of a communication network following a downsizing event-whereby many employees are simultaneously eliminated from a network. Our analysis spans a two-year period and applies a resource- and network-change approach to examine how survivors develop revised resource-acquisition strategies while repositioning themselves after a downsizing. Our results demonstrate that two temporary logics of tie formation-a suspension of within-unit homophily and a preference for seeking ties with long-tenured employees-help employees acquire betweenness centrality during the disruption period. Specifically, we find that disruption initiates a transitional period after downsizing in which new tie-making logics are employed, including seeking out ties with long-tenured employees and employees outside of one's department. We observed post-disruption, during the stabilization period after downsizing, where logics used for tie-making in the disruption period were abandoned, pre-disruption tie-making logics were resumed, and betweenness centrality remained relatively constant. We discuss the theoretical and managerial implications of these results and suggest future research directions.