More than Network Structure: How Knowledge Heterogeneity Influences Managerial Performance and Innovativeness
More than Network Structure: How Knowledge Heterogeneity Influences Managerial Performance and Innovativeness
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DOI：
10.1002/smj.398
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发表时间：
2004-06
期刊：
影响因子：
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通讯作者：
Simon Rodan;D. C. Galunic
中科院分区：
文献类型：
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作者：
Simon Rodan;D. C. Galunic
本研究涉及个人管理绩效，包括总体绩效和创新绩效。虽然先前的工作已经证明了网络结构和管理绩效之间的关系，但对网络内容的关注还不够。我们考虑了几个可能解释管理绩效差异的微观社会过程，这些过程取自经济社会学和管理者利用其社交网络的研究，并源自心理学关于思想起源的研究。我们以一家欧洲电信公司的 106 名中层管理人员为样本，比较了这些机制对管理绩效的影响。我们的研究结果表明，虽然网络结构很重要，但获取异构知识对于整体管理绩效同样重要，对于创新绩效更为重要。
This study deals with individual managerial performance, both overall and in generating innovation. While prior work has demonstrated a relationship between network structure and managerial performance, inadequate attention has been paid to network content. We consider several micro-social processes that might account for differences in managerial performance, taken from economic sociology and studies of managers' exploitation of their social networks and derived from work in psychology on the genesis of ideas. We compare the influence of these mechanisms on managerial performance using a sample of 106 middle managers in a European telecommunications company. Our findings suggest that while network structure matters, access to heterogeneous knowledge is of equal importance for overall managerial performance and of greater importance for innovation performance.