The DOI matches its Crossref record; 12 of the 12 references it cites were found in a registry or an index.
Social Networks, the Tertius Iungens Orientation, and Involvement in Innovation
Abstract
This study examines the microprocesses in the social networks of those involved in organizational innovation and their strategic behavioral orientation toward connecting people in their social network by either introducing disconnected individuals or facilitating new coordination between connected individuals. This tertius iungens (or “third who joins”) strategic orientation, contrasts with the tertius gaudens orientation emphasized in structural holes theory, which concerns the advantage of a broker who can play people off against one another for his or her own benefit. Results of a multimethod study of networks and innovation in an engineering division of an automotive manufacturer show that a tertius iungens orientation, dense social networks, and diverse social knowledge predict involvement in innovation. Implications of the study for innovation and social networks, as well as for social skill and agency within firms are presented.
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Cites
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BackgroundSocial Capital: Prospects for a New Concept
Adler, P. S., & Kwon, S.-W. (2002) · The Academy of Management Review · doi:10.2307/4134367 · Cited by 9,665 · cited 2×
“More recent work on social networks and innovation at the individual and firm level follows the lines of a more general debate regarding the merits of two different conceptualizations of social capital (Baker and Obstfeld, 1999; Burt, 2000; Putnam, 2000; Adler and Kwon, 2002).”
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“Dense networks present the optimal conditions for the exchange of the complex information necessary for innovation in complex organizations (Uzzi, 1997; Hansen, 1999) but present an idea problem because of the redundancy of information circulating within the network (Granovetter, 1973).”
BackgroundStructural Holes and Good Ideas
Burt, R. S. (2004) · American Journal of Sociology · doi:10.1086/421787 · Cited by 5,642
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Cited by
Anderson, N., Potočnik, K., & Zhou, J. (2014) · Journal of Management · doi:10.1177/0149206314527128 · Cited by 3,103
Algorithms at Work: The New Contested Terrain of Control
Kellogg, K. C., Valentine, M. A., & Christin, A. (2020) · Academy of Management Annals · doi:10.5465/annals.2018.0174 · Cited by 2,732
Organizational Ambidexterity: Balancing Exploitation and Exploration for Sustained Performance
Raisch, S., Birkinshaw, J., Probst, G., & Tushman, M. L. (2009) · Organization Science · doi:10.1287/orsc.1090.0428 · Cited by 2,224
Gibson, C. B., & Gibbs, J. L. (2006) · Administrative Science Quarterly · doi:10.2189/asqu.51.3.451 · Cited by 1,152
From creativity to innovation: The social network drivers of the four phases of the idea journey
Perry-Smith, J. E., & Mannucci, P. V. (2017) · Academy of Management Review · doi:10.5465/amr.2014.0462 · Cited by 1,121
Metadata
- Authors
- Obstfeld, D.
- Venue
- Administrative Science Quarterly
- Publisher
- SAGE Publications
- Published
- 2005-03
- Volume
- 50
- Issue
- 1
- Pages
- 100-130
- ISSN
- 0001-8392 (ISSN-L)
- 1930-3815
- OpenAlex
- W2101585503
- Cited by
- 1,787
- References
- 12
- FWCI
- 113.56
- Type
- journal article
- Language
- en
- Open access
- closed
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Bibliographic data: Semantic Scholar, OpenAlex, Crossref.
Contains information from the Semantic Scholar Academic Graph Datasets, made available under the ODC Attribution License (ODC-BY 1.0).
Semantic Scholar’s data is described in: Kinney, R., et al. (2023). The Semantic Scholar Open Data Platform. arXiv:2301.10140.
