Four interplaying characteristics d

Four interplaying characteristics determinethe extent to which negative relationships resultin liabilities for the employees in an organiza-tion. First, the relationship’sstrengthrefers tothe intensity of dislike. Although social networkresearchers have often investigated the strengthof positive relationships (based on Granovet-ter’s [1973] distinction between strong ties asfriends and weak ties as acquaintances), weextend strength of ties to include negative rela-tionships. For example, when the relationshipinvolves mild dislike, workers may be able toignore the negative relationship dynamics to actin a “professional manner” by focusing on goalaccomplishment. The result may be only milddiscomfort and slightly lower job satisfaction.However, as intensity increases, workers mayfind it increasingly difficult to focus on interde-pendent goals. Thus, strong dislike should exac-erbate negative behaviors and the social liabil-ities of negative relationships. The strength ofthe negative relationship may be affected by itshistory. For example, a once-positive relation-ship involving a great degree of trust and vul-nerability might have been violated, creating anextremely negative affective and behavioral re-sponse (cf. Jones & Burdette, 1994; Mayer, Davis,& Schoorman, 1995). This type of normative vio-lation of the friendship bond increases thestrength of the negative relationship, becausethe degree of punishment inflicted (hurt, anger,sadness about the loss of a friendship, or the egothreat from rejection or disloyalty) can be severewhen one member is extremely vulnerable.Second,reciprocityrefers to whether an indi-vidual is the object or source of dislike, or if thedislike is reciprocated (Wasserman & Faust,1994). The greatest social liability occurs whenboth parties dislike each other, but dislike doesnot have to be reciprocated in order for it to be a