Professor of Organisational Behaviour
Journal Article | Strategic Management Journal | 25 | June 2004
More than Network Structure: How Knowledge Heterogeneity Influences Managerial Performance and Innovativeness
While prior work has demonstrated a relationship between network structure and managerial performance, there is inadequate attention to network content. This paper considers two possible micro-social processes that might account for differences in managerial performance, one taken from economic sociology and studies of managers' exploitation of their social networks, the other derived from work in psychology on the genesis of ideas.The authors' findings suggest that while network structure matters, access to heterogeneous knowledge is of equal importance for managerial task performance and of greater importance for innovation performance.