Abstract

Abstract High-quality connections (HQCs) are short-term, dyadic, interactions that are positive in terms of the subjective experience of the connected individuals and the structural features of the connection. While previous research has shown that HQCs are associated with individual and organizational outcomes, we advance theory by identifying cognitive, emotional, behavioral mechanisms and aspects of the context that build and strengthen HQCs in organizations. We discuss the implications of uncovering these mechanisms for understanding processes such as relational formation and relational resilience, relational theories such as exchange theory, organizational moderators for these mechanisms, and the implications for individual agency. We close the chapter with suggestions for selecting methods and research designs that will enhance our understanding of the development and impact of HQCs at work. Keywords Connections, relationships, mechanisms, cognition, emotion, behavior, organizational context High Quality Connections 3 Our chapter explores theory and research behind the building of high-quality connections at work. "High-quality connections" (HQCs) is the term we use to designate short-term, dyadic positive interactions at work. The positivity of high-quality connections is known by how they feel for both persons involved, what they do, and the beneficial outcomes they produce. The feeling of an HQC can be experienced as the uplift felt when encountering someone who expresses genuine concern for how you are doing after a grueling meeting or work shift. The way HQCs function can be known through how you are thinking more clearly and acting more competently during a particular conversation with a colleague before entering a meeting. A focus on these kinds of quality connections is part of a broader interest in understanding the foundations and the impacts of positive interrelating at work (Dutton & Ragins, 2007), which include individual and collective flourishing and thriving