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Virtualization fundamentally changes how social relations form, but its effect on network structure in collaborative teams is poorly understood. This paper compares team networks from nine government-funded projects that were conducted virtually because of the COVID-19 pandemic with 15 prepandemic projects from the same funding program. Results of our comparative analysis of 2,746 dyadic ties in 24 teams showed lower levels of network density, clustering, and structural cohesion in virtualized projects, indicating fragmented virtual teams. Furthermore, expressive networks, defined by the sharing of personal information, were affected more than instrumental networks, which revolve around the sharing of expert knowledge.
Informal social networks and especially advice networks are a key subject of organizational sociological research. The formation of these networks has so far been explained on the basis of universal tie-formation mechanisms. However, recent conceptual contributions suggest that tie formation practices follow cultural rules that may vary across social contexts. In our paper, we substantiate this argument empirically. Based on rich qualitative data, we compare advice tie formation (a) between two entrepreneurial communities and (b) between three research and development departments of large enterprises. We show that both impact and configuration of tie formation mechanisms systematically differ between comparable contexts. Building on our findings, we finally formulate propositions describing which advice network structures can be expected in specific cultures.