01341nas a2200157   4500008004100000245010100041210006900142260000900211300001400220490000700234520073500241653003200976100002001008700001701028856013801045       2007                        eng d00aDisentangling the influences of leaders' relational embeddedness on interorganizational exchange0 aDisentangling the influences of leaders relational embeddedness   c2007  a1440-14610 v503 aDrawing on the concept of relational embeddedness and the associated mechanisms of mutual understanding, trust, and commitment, we examine how leaders' prior exchange experiences influence the likelihood of subsequent interorganizational exchange. We begin to develop a microlevel model of organization-level relations that accounts for nodal multiplexity. In data on baseball player trades, we found that individual leaders' ties affected exchanges less than did an organization's other ties. The sharing of exchange experiences by organizations and their current leaders increased the influences of those experiences on exchange behavior. Thus, leaders have more influence within their organizational contexts than in isolation.10aStrategy & Entrepreneurship1 aBarden, Jeffrey1 aMitchell, W.  uhttps://stage.business.oregonstate.edu/biblio/disentangling-influences-leaders-relational-embeddedness-interorganizational-exchange-0