組織構成員の外向性と組織内孤立の関係性

抄録

 This study aims to analyze how organizational isolation is related to members’ extraversion and how it occurs using multi-agent simulation. Generally, organizational members feel isolated or lonely in the organization, which decreases their performance and commitment and increases their intention to leave. Although many studies have focused on loneliness, it has been pointed out that isolation exists as an antecedent of loneliness. However, few studies have used the concept of isolation itself. Isolation is not a subjective concept that expresses an individual’s perception or cognition, such as loneliness in an organization, but a more objective concept that refers to the state of being isolated. In this study, the ambiguity of loneliness and the difficulty of collecting a limited sample of isolated members are overcome by using network theory and multi-agent simulation, and a more objective concept, isolation, is used in the analysis.

　In this study, we constructed a model in which agents are given settings for extroversion and the homophily effect and interact with each other in a virtual space. Agents who are unable to interact with other agents are represented as isolated members, and these agents are the objects of this analysis.

　The results of the analysis, conducted by manipulating the organizational composition ratio of the extroverted members, revealed that some isolated members are generated at any organizational composition ratio and that the most isolated members are found in the highly extroverted organizations. Furthermore, highly extraverted members were the main isolated members and there were no differences in the degree of isolation among the organizational composition ratios. The mechanism by which many isolated members become highly extraverted members is assumed to be that highly extraverted members do not form groups with specific people in the organization and do not remain in a certain place.