Please use this identifier to cite or link to this item: https://hdl.handle.net/10356/79488
Title: The contingent effects of social network sparseness and centrality on managerial innovativeness
Authors: Wong, Sze Sze
Boh, Wai Fong
Keywords: DRNTU::Business::Management
Issue Date: 2014
Source: 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.
Series/Report no.: Journal of management studies
Abstract: 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.
URI: https://hdl.handle.net/10356/79488
http://hdl.handle.net/10220/24983
ISSN: 0022-2380
DOI: 10.1111/joms.12086
Schools: Nanyang Business School 
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].
Fulltext Permission: open
Fulltext Availability: With Fulltext
Appears in Collections:NBS Journal Articles

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