Please use this identifier to cite or link to this item: https://hdl.handle.net/10356/79488
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dc.contributor.authorWong, Sze Szeen
dc.contributor.authorBoh, Wai Fongen
dc.date.accessioned2015-01-27T01:28:29Zen
dc.date.accessioned2019-12-06T13:26:34Z-
dc.date.available2015-01-27T01:28:29Zen
dc.date.available2019-12-06T13:26:34Z-
dc.date.copyright2014en
dc.date.issued2014en
dc.identifier.citationWong, 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.en
dc.identifier.issn0022-2380en
dc.identifier.urihttps://hdl.handle.net/10356/79488-
dc.description.abstractPrior 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.en
dc.language.isoenen
dc.relation.ispartofseriesJournal of management studiesen
dc.rights© 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].en
dc.subjectDRNTU::Business::Managementen
dc.titleThe contingent effects of social network sparseness and centrality on managerial innovativenessen
dc.typeJournal Articleen
dc.contributor.schoolNanyang Business Schoolen
dc.identifier.doi10.1111/joms.12086en
dc.description.versionAccepted versionen
item.grantfulltextopen-
item.fulltextWith Fulltext-
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