A stitch in time saves nine: Leveraging networks to reduce the costs of turnover

California Management Review

Volumn 53, Issue 4, 2011, Pages 111-133

  Ballinger, Gary ^a   Craig, Elizabeth ^a   Cross, Rob ^a   Gray, Peter ^a  

^a NONE

Author keywords

[No Author keywords available]

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EID: 80054073699     PISSN: 00081256     EISSN: None     Source Type: Journal    
DOI: 10.1525/cmr.2011.53.4.111     Document Type: Article

References (53)

1. Estimates of direct costs range anywhere from a quarter to five times annual base salary to replace an employee, depending on who is being replaced-the higher the rank the higher the cost. See Carol Morrison, "If You've Got'em, Keep'em", American Management Association's Performance & Profits e-Newsletter, July 2006.
2. Organizational network analysis-also known as social network analysis-has enjoyed a rich research tradition within the fields of anthropology, sociology, psychology, and management. See, for example, N. Tichy and C. Fombrun, "Network Analysis in Organizational Settings", Human Relations, 32/11(November 1979):923-956;
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4. Within organizations, network analysis has helped advance scholarship on such issues as power [D. Brass, "Being in the Right Place: A Structural Analysis of Individual Influence in an Organization", Administrative Science Quarterly, 29/4(December 1984):518-539;
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13. Examples of these can be found in the following studies: W. Felps, T. Mitchell, D. Hekman, T. Lee, B. Holtom, and W. Harman, "Turnover Contagion: How Coworkers' Job Embeddedness and Job Search Behaviors Influence Quitting", Academy of Management Journal, 52/3(June 2009):545-561;
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