Helping Behavior in Executives' Global Networks

Drawing on research on helping behavior in networks at the upper echelons, we develop and test theory about helping behavior in senior executive networks. We examine the location and relational dependence of the network contact. Our results reveal that executives are more likely to perceive insiders in their network to be helpful, but geographic location has no effect on expectations of receiving help. With regards to relational dependence: executives who are more dependent on their contacts are more likely to perceive them to be helpful. We also look at whether perceived helpfulness affects an executive’s willingness to engage in risky new business development -- an important performance indicator - and indeed find that those executives that perceive their networks to be helpful are more likely to be willing to take risky decisions. We test these arguments using primary data on 1845 relationships of 102 partners in a global management consultancy.