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Cited by 758

The DOI matches its Crossref record; 4 of the 4 references it cites were found in a registry or an index.

Brokerage, Boundary Spanning, and Leadership in Open Innovation Communities

Fleming, Lee, Waguespack, David M.·2007·Organization Science
DOI 10.1287/orsc.1060.0242
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Abstract

What types of human and social capital identify the emergence of leaders of open innovation communities? Consistent with the norms of an engineering culture, we find that future leaders must first make strong technical contributions. Beyond technical contributions, they must then integrate their communities in order to mobilize volunteers and avoid the ever-present danger of forking and balkanization. This is enabled by two correlated but distinct social positions: social brokerage and boundary spanning between technological areas. An inherent lack of trust associated with brokerage positions can be overcome through physical interaction. Boundary spanners do not suffer this handicap and are much more likely than brokers to advance to leadership. The research separates the influence of human and social capital on promotion, and highlights previously unexamined differences between brokerage- and boundary-spanning positions. Longitudinal analyses of careers within the Internet Engineering Task Force community from 1986–2002 support the arguments.

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Metadata

Authors
Fleming, L., & Waguespack, D. M.
Venue
Organization Science
Publisher
Institute for Operations Research and the Management Sciences (INFORMS)
Published
2007-04
Volume
18
Issue
2
Pages
165-180
ISSN
  • 1047-7039 (ISSN-L)
  • 1526-5455
DOI
10.1287/orsc.1060.0242
OpenAlex
W2011654284
Cited by
758
References
4
FWCI
56.40
Type
journal article
Language
en
Open access
closed

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