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Cited by 1,332

The DOI matches its Crossref record; 14 of the 14 references it cites were found in a registry or an index.

More than network structure: how knowledge heterogeneity influences managerial performance and innovativeness

Open access
Rodan, Simon, Galunic, Charles·2004·Strategic Management Journal
DOI 10.1002/smj.398
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Abstract

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. Copyright © 2004 John Wiley & Sons, Ltd.

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Metadata

Authors
Rodan, S., & Galunic, C.
Venue
Strategic Management Journal
Publisher
Wiley
Published
2004-04-23
Volume
25
Issue
6
Pages
541-562
ISSN
  • 0143-2095 (ISSN-L)
  • 1097-0266
DOI
10.1002/smj.398
OpenAlex
W2072432679
Cited by
1,332
References
14
FWCI
62.44
Type
journal article
Language
en
Open access
green

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