The contingent effects of social network sparseness and centrality on managerial innovativeness

Prior research has highlighted that network sparseness and network centrality enhance innovativeness through access to information and influence, respectively. We advance this perspective by exploring the extent to which individual actions are needed to mobilize information and influence accessed th...

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Main Authors: Wong, Sze Sze, Boh, Wai Fong
Other Authors: Nanyang Business School
Format: Article
Language:English
Published: 2015
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Online Access:https://hdl.handle.net/10356/79488
http://hdl.handle.net/10220/24983
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Institution: Nanyang Technological University
Language: English
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spelling sg-ntu-dr.10356-794882023-05-19T06:44:41Z The contingent effects of social network sparseness and centrality on managerial innovativeness Wong, Sze Sze Boh, Wai Fong Nanyang Business School DRNTU::Business::Management Prior research has highlighted that network sparseness and network centrality enhance innovativeness through access to information and influence, respectively. We advance this perspective by exploring the extent to which individual actions are needed to mobilize information and influence accessed through social networks, and whether such information and influence would mutually reinforce to enhance managerial innovativeness. Our findings found partial support for the idea that actions are needed to actualize potential resources embedded in social networks, as centrally positioned managers enjoy higher innovativeness when they engage in ambassador activities. We also found that advice network sparseness and advice network centrality had independent, not interactive relationships with managerial innovativeness, suggesting that they offer distinct routes to achieving managerial innovativeness. Overall, our research clarifies the relationships of two important social network attributes on managerial innovativeness, and also sheds new light on how managerial action matters in realizing social network advantages for innovative ends. Accepted version 2015-01-27T01:28:29Z 2019-12-06T13:26:34Z 2015-01-27T01:28:29Z 2019-12-06T13:26:34Z 2014 2014 Journal Article Wong, S. S., & Boh, W. F. (2014). The contingent effects of social network sparseness and centrality on managerial innovativeness. Journal of management studies, 51(7), 1180-1203. 0022-2380 https://hdl.handle.net/10356/79488 http://hdl.handle.net/10220/24983 10.1111/joms.12086 en Journal of management studies © 2014 John Wiley & Sons Ltd and Society for the Advancement of Management Studies. This is the author created version of a work that has been peer reviewed and accepted for publication in Journal of Management Studies, published by John Wiley & Sons Ltd on behalf of Society for the Advancement of Management Studies. It incorporates referee’s comments but changes resulting from the publishing process, such as copyediting, structural formatting, may not be reflected in this document.  The published version is available at: [http://dx.doi.org/10.1111/joms.12086]. application/pdf
institution Nanyang Technological University
building NTU Library
continent Asia
country Singapore
Singapore
content_provider NTU Library
collection DR-NTU
language English
topic DRNTU::Business::Management
spellingShingle DRNTU::Business::Management
Wong, Sze Sze
Boh, Wai Fong
The contingent effects of social network sparseness and centrality on managerial innovativeness
description Prior research has highlighted that network sparseness and network centrality enhance innovativeness through access to information and influence, respectively. We advance this perspective by exploring the extent to which individual actions are needed to mobilize information and influence accessed through social networks, and whether such information and influence would mutually reinforce to enhance managerial innovativeness. Our findings found partial support for the idea that actions are needed to actualize potential resources embedded in social networks, as centrally positioned managers enjoy higher innovativeness when they engage in ambassador activities. We also found that advice network sparseness and advice network centrality had independent, not interactive relationships with managerial innovativeness, suggesting that they offer distinct routes to achieving managerial innovativeness. Overall, our research clarifies the relationships of two important social network attributes on managerial innovativeness, and also sheds new light on how managerial action matters in realizing social network advantages for innovative ends.
author2 Nanyang Business School
author_facet Nanyang Business School
Wong, Sze Sze
Boh, Wai Fong
format Article
author Wong, Sze Sze
Boh, Wai Fong
author_sort Wong, Sze Sze
title The contingent effects of social network sparseness and centrality on managerial innovativeness
title_short The contingent effects of social network sparseness and centrality on managerial innovativeness
title_full The contingent effects of social network sparseness and centrality on managerial innovativeness
title_fullStr The contingent effects of social network sparseness and centrality on managerial innovativeness
title_full_unstemmed The contingent effects of social network sparseness and centrality on managerial innovativeness
title_sort contingent effects of social network sparseness and centrality on managerial innovativeness
publishDate 2015
url https://hdl.handle.net/10356/79488
http://hdl.handle.net/10220/24983
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