Helping Behavior in Executives' Global Networks

Stewart Miller, Marie Louise Mors, Michael McDonald

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    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.
    Original languageEnglish
    Title of host publicationProceedings of the 56th Annual Meeting of the Academy of International Business : Local Contexts in Global Business
    EditorsKlaus Meyer, Tunga Kiyak
    Place of PublicationEast Lansing, MI
    PublisherAcademy of International Business
    Publication date2014
    Publication statusPublished - 2014
    EventAIB 2014 Annual Meeting : Local Context in Global Business - Westin Bayshore, Vancouver, Canada
    Duration: 23 Jun 201426 Jun 2014
    Conference number: 56


    ConferenceAIB 2014 Annual Meeting
    LocationWestin Bayshore
    Internet address
    SeriesAcademy of International Business. Annual Meeting. Proceedings

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