SECTION 6

Social Network Theory

Key concepts

Social networks consist of a number of individuals connections (Freeman, 1979) is centrality. Thus, a
each with a set of attributes or characteristics of person with centrality can “reach lots of other
their own. Based on their connections, the people in the network either directly or
relationships build a distinct pattern. Organizations indirectly” (Kilduff and Tsai, 2003). Faculty with a
can link in the same way. Social network analysts high level of network centrality accumulate the
ask: intellectual and social capital necessary for
advancement and long-term career success as a
• Who is connected to whom (pattern of result of active attention to their network building
connection)? within their local networks. They can therefore be
• What are the social benefits of those patterns? beneficial to others in accessing network resources.
• What resources can the network actors gain
from the network? Embeddedness
• Are there gaps or structural holes in the
pattern? Embeddedness refers to how connected an
• Are the connections close or distant? individual is in the local network and how her/his
actions might potentially impact others. Increased
• What is the nature of these connections (formal
embeddedness in instrumental (career‐related) and
or informal)?
support (personal) networks can contribute
• How many actual and potential connections do positively toward retention because people are
network members have access to? likely to afford positive rewards (information,
challenging assignments, career‐building
opportunities, etc.) to those they feel close to.
Centrality The downside of a high degree of embeddedness is
that people might only talk to the same type of
How much of the network pattern is extended from
people and have little access to innovative
one or two individuals at the center of the
information to enrich their knowledge about the
wider professional community (Krackhardt, 1992;
Krackhardt and Hanson, 1993). Using weak ties can
mitigate over‐embeddedness in a local network.
Weak ties, defined as social relationships that were
once established but might not be used as often as
local connections that are frequently used because
of proximity (Granovetter, 1973, 1983). These ties
can be reactivated when needed. For example,
people will more likely hear about unique career
opportunities through their weak ties who are able
to deliver innovative or new information than they
are through their local strong tie network.

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 Density and Structural Holes

Density relates to the number of ties in a

network. A network with many connections
is a highly dense web and one with only a
few connections has low density. A
high- density network is one that
eventually results in less access to new
ideas and information (Hansen, 1999;
Dombrow and Higgins, 2005; and
Prell, 2008). Low density offers gaps
in ties, or structural holes in the
network, providing opportunities to
access new resources and new information when bridged. A structural hole can also be described as a gap in
ties between two parts of a network. By acting in the “liaison role of connecting two otherwise disconnected
networks” (Kilduff and Tsai, 2003), an individual can increase their social capital and opportunities. In other
words, loose ties to other networks and bridging a gap in a network can provide access to innovative ideas and
additional resources. As individuals build their network, they can become more responsive and agile in today’s
rapidly changing, information-based environment. In concurrence with Blickle, et al., (2009) faculty who are
attentive to building their personal social network and improving their networking behavior are more likely to
thrive professionally.

Strength of Ties

Strength of ties is defined by the degree of personal closeness, mutual exchange, and frequency of
communication as described by Granovetter (1973,1983). Strong ties are often intimate, reciprocal and
interdependent in nature resulting in motivation to help each other and a high level of trust (Crona and Bodin
2006; Cross and Parker 2004; Newman and Dale 2004). However, a long-established network with only strong,
centralized ties, as stated previously, also runs the risk of sharing redundant information (Prell, 2008).
Conversely, varied information and new concepts are more likely to be generated from weak ties. Weak ties
are characterized by less give and take and infrequent
communication but offer more novel information and different
resources. They may be social relationships that were once
established but are no longer used as often as those
connections in close proximity (Granovetter, 1973, 1983).
Weak connections can be reactivated when needed. Weak
relationship ties in the extended social network can provide
access to people who can bridge a structural hole or become
conduits to necessary resources that are not otherwise
available in the existing network.

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 Social Network Theory and Mentoring
Applying network concepts to professional development
Social networking increases professional visibility career. Relational ties are transfer points for flow of
and access to human, information, and other resources and information. The types of
resources. Having a diverse web of connections developmental relationship ties desired in a
made up of close colleagues and casual contacts developmental network include individuals who can
from multiple networks is essential for acquiring serve as navigators, coaches, sponsors, and/or
advice, remaining on top of emerging information confidants (see mentoring roles in Section 1). The
and staying on course for career success. In a relationships occur concurrently, are long or short
social networking approach to fulfilling career term, can be close or casual (see below), and will
development needs, individuals must proactively evolve or be replaced over the course of a career.
build connections to potential mentors. The Developmental relationships are considered strong
mentors can be internal to the university as well as or weak describing the degree of personal closeness,
external networks (academies, discipline mutual exchange, and frequency of communication.
associations, industry, other disciplines, etc.), and Strong ties in a developmental network are
should consist of both close and casual relationships between people who work, live, and/or
relationships. Higgins and Kram (2008) proposed play together. They are utilized frequently and need
that mentoring should consist of “multiple a lot of management to stay healthy. With a greater
simultaneous relations that provide valuable degree of connection comes an increased capacity to
developmental assistance and advice.” They trust and to convey complex information (Hansen,
coined the phrase developmental networks. 1999). Overtime, people with strong ties tend to
think alike, as they share their ideas all the time, and
may even be connected to each other regardless of
the developmental network of a single individual.
Developmental Networks Most mentoring experiences rely on a heavy dose of
strong ties, mostly because individuals define
“mentoring” as a relationship of trust and close
The developmental network mentoring model is
affiliation. However, developmental networks with
derived from examining:
more weak ties can actually be more beneficial
• the developmental network as a whole, (though we infrequently describe these relationships
• the strength of developmental relationships, as “mentoring”).

• the density of the connections, and Varied information and new concepts are more likely
to be generated from weak ties as they connect
• the diversity of connections to multiple social
disparate modes of thought (Rankin, Nielsen, and
networks (local and global).
Stanley, 2007). Weak ties in a developmental
In this model of mentoring, an individual’s overall network are relationships that are “interpersonally
social network should include a sub‐set of mentors distant” though may be formally connected (e.g.
(developmental relationship ties) who take an members of the same department or unit). They are
active interest in the individual and provide utilized infrequently and therefore don’t need a lot
developmental assistance that advances her or his of management to stay healthy. Weak ties may be

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 Developmental Networks continued:
established but are no longer used as often as the
local connections that are frequently used because
Did You Know?
of proximity (Granovetter, 1973, 1983). Weak The greater diversity of social networks/systems
connections have been found to speed up less represented in a faculty member’s developmental
complex tasks (Hansen, 1999). These ties can be network maximizes the flow of information and
reactivated when needed. access to resources.
Members in the extended social network who are
The last element, diversity of connections, relates
weak relationship ties can become conduits to
to the different social networks an individual
necessary resources that are not otherwise available
belongs to. A group or network is made of members
in the existing developmental network. Weak
who are in the same work unit, organization or
relationship ties with an individual from another
have a unified purpose. A faculty member’s primary
network may help bridge the gaps (structural holes)
system or social network is generally their
in a network. For example, a former colleague
department and a secondary close system is the
(maintained only a casual, minimal connection)
college or school. A faculty member will have
working in a large government research lab may be
multiple relationship ties with people in these
able to make connections to a researcher at that lab
highly localized networks and these individuals will
who has access to a piece of equipment that is
have close relationship ties to each other as well. As
needed. That former colleague becomes a bridge to
a result, they are dense and closely linked systems
a resource. In other words, an individual forms a
within the individual’s personal social network with
bridge when the tie between them connects the two
few structural holes. Important but lacking the
disconnected individuals or networks.
weak relationship ties that can generate new ideas,
A savvy individual learns to cultivate both strong and information and resources.
weak relationship ties facilitating the ability of one’s Therefore, one should also have mentors from
developmental network of mentors (subset of one’s other networks such as different academic
personal social network) to be dynamic and departments and university offices, as well as
responsive to changes in circumstances. external colleagues from academia, disciplinary
Density relates to the number of possible ties in a associations, industry/government and other
social network that are realized. A network with external organizations/systems. Within this multi‐
many connections is a dense web and one with only system social network for a particular individual,
a few connections has low density. A high-density colleagues and acquaintances may or may not know
network is one that eventually results in less access each other. These other social networks are only
to new information and ideas. (Hansen, 1999; moderately or weakly linked to an individual’s
Dombrow and Higgins, 2005; and Prell, 2008). Low primary system (e.g. department). If an individual
density offers gaps in ties, or structural holes in the only has a localized, low diversity social network, for
network, providing opportunities to access new example only involved in the department and
resources and new information when bridged. college, it will result in more redundant information
and reduced access to advice.
See a graphic representation of these concepts in Section 1 of this tool kit.

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