Race, Opportunity, And Diversity Of Social Circles In Managerial Networks

Abstract

This study investigated the informal networks of white and minority managers. Minority managers had more racially heterogeneous and fewer intimate network relationships. Within the minority group, differences in advancement potential were associated with different network configurations: high-potential individuals balanced same- and cross-race contacts; others had networks dominated by ties to whites. High-potential minorities also had more contacts outside their groups, fewer high-status ties, and less overlap between their social and instrumental circles. Relative to whites, minority managers viewed similar network characteristics as providing less access to career benefits.