Effects of Social Networks on Job Performance of Individuals among the Hypertension Management Teams in Rural China

Background: Limited studies have explored the relationship among cross-organizational and multidisciplinary medical staff. Aim: The present study conducted an in-depth examination and validation of the influence of complex cross-organization and multidisciplinary social networks on the job performance of team members. Method: Multi-level hierarchical regression analysis was used to assess the impact of the centrality and the characteristics of structural holes in social networks (i.e., advice network, information network, friendship network, and trust network) on job performance. Results: The in-closeness centrality of the advice network (β = 0.176, p < 0.05) and the betweenness centrality of the trust network (β = 0.126, p < 0.05) had positive effects on task performance. The in-closeness centrality of the advice network (β = 0.226, p < 0.05; β = 0.213, p < 0.05) and the CI (1 − constraint index) of the friendship network (β = 0.130, p < 0.05; β = 0.132, p < 0.05) had positive effects on contextual performance and overall job performance. Meanwhile, the out-closeness centrality of the information network (β = −0.368, p < 0.01; β = −0.334, p < 0.05) had a negative effect on contextual performance and overall job performance. Conclusions: This study investigates the relationship between healthcare professionals’ job performance and their social networks, taking into account the perspectives of cross-organizational and multidisciplinary teams. The study contributes to the effort of breaking down barriers between different disciplines and organizations, and ultimately, improving the quality of healthcare delivery.