Managerial Networks and Exploration in a Professional Service Firm

Michelle Rogan, Louise Mors

    Research output: Contribution to journalJournal articleResearchpeer-review

    Abstract

    A firm’s growth and survival depends on the ability of its managers to explore for new business and knowledge; yet, exploration is challenging for most large, established firms. Extending prior research into networks and exploration, we propose that a key characteristic of managers’ external networks – the extent to which their networks include relationships built using predominately individual rather than firm resources – is positively related to managers’ abilities to explore for new business and knowledge in large firms. We propose that networks with more individual ties provide more diverse knowledge, enable greater autonomy and ease access to resources from contacts, hence facilitating exploration. Analysis of an original dataset of external networks of 77 senior managers in a large global consulting firm provides support for our arguments. We find that individual ties are positively related to exploration and, furthermore, that the positive (negative) relationship between sparse (dense) networks and exploration increases with the number of individual ties in managers’ networks.
    A firm’s growth and survival depends on the ability of its managers to explore for new business and knowledge; yet, exploration is challenging for most large, established firms. Extending prior research into networks and exploration, we propose that a key characteristic of managers’ external networks – the extent to which their networks include relationships built using predominately individual rather than firm resources – is positively related to managers’ abilities to explore for new business and knowledge in large firms. We propose that networks with more individual ties provide more diverse knowledge, enable greater autonomy and ease access to resources from contacts, hence facilitating exploration. Analysis of an original dataset of external networks of 77 senior managers in a large global consulting firm provides support for our arguments. We find that individual ties are positively related to exploration and, furthermore, that the positive (negative) relationship between sparse (dense) networks and exploration increases with the number of individual ties in managers’ networks.
    LanguageEnglish
    JournalOrganization Studies
    Volume38
    Issue number2
    Pages225-249
    Number of pages25
    ISSN0170-8406
    DOIs
    StatePublished - Feb 2017

    Keywords

    • Corporate entrepreneurship
    • Exploration
    • Firm performance
    • Network content
    • Network structure
    • Professional service firms

    Cite this

    @article{cde5220f042d498c9a553186edfe345f,
    title = "Managerial Networks and Exploration in a Professional Service Firm",
    abstract = "A firm’s growth and survival depends on the ability of its managers to explore for new business and knowledge; yet, exploration is challenging for most large, established firms. Extending prior research into networks and exploration, we propose that a key characteristic of managers’ external networks – the extent to which their networks include relationships built using predominately individual rather than firm resources – is positively related to managers’ abilities to explore for new business and knowledge in large firms. We propose that networks with more individual ties provide more diverse knowledge, enable greater autonomy and ease access to resources from contacts, hence facilitating exploration. Analysis of an original dataset of external networks of 77 senior managers in a large global consulting firm provides support for our arguments. We find that individual ties are positively related to exploration and, furthermore, that the positive (negative) relationship between sparse (dense) networks and exploration increases with the number of individual ties in managers’ networks.",
    keywords = "Corporate entrepreneurship, Exploration, Firm performance, Network content, Network structure, Professional service firms, Corporate entrepreneurship, Exploration, Firm performance, Network content, Network structure, Professional service firms",
    author = "Michelle Rogan and Louise Mors",
    year = "2017",
    month = "2",
    doi = "10.1177/0170840616663243",
    language = "English",
    volume = "38",
    pages = "225--249",
    journal = "Organization Studies",
    issn = "0170-8406",
    publisher = "Sage Publications Ltd.",
    number = "2",

    }

    Managerial Networks and Exploration in a Professional Service Firm. / Rogan, Michelle; Mors, Louise.

    In: Organization Studies, Vol. 38, No. 2, 02.2017, p. 225-249.

    Research output: Contribution to journalJournal articleResearchpeer-review

    TY - JOUR

    T1 - Managerial Networks and Exploration in a Professional Service Firm

    AU - Rogan,Michelle

    AU - Mors,Louise

    PY - 2017/2

    Y1 - 2017/2

    N2 - A firm’s growth and survival depends on the ability of its managers to explore for new business and knowledge; yet, exploration is challenging for most large, established firms. Extending prior research into networks and exploration, we propose that a key characteristic of managers’ external networks – the extent to which their networks include relationships built using predominately individual rather than firm resources – is positively related to managers’ abilities to explore for new business and knowledge in large firms. We propose that networks with more individual ties provide more diverse knowledge, enable greater autonomy and ease access to resources from contacts, hence facilitating exploration. Analysis of an original dataset of external networks of 77 senior managers in a large global consulting firm provides support for our arguments. We find that individual ties are positively related to exploration and, furthermore, that the positive (negative) relationship between sparse (dense) networks and exploration increases with the number of individual ties in managers’ networks.

    AB - A firm’s growth and survival depends on the ability of its managers to explore for new business and knowledge; yet, exploration is challenging for most large, established firms. Extending prior research into networks and exploration, we propose that a key characteristic of managers’ external networks – the extent to which their networks include relationships built using predominately individual rather than firm resources – is positively related to managers’ abilities to explore for new business and knowledge in large firms. We propose that networks with more individual ties provide more diverse knowledge, enable greater autonomy and ease access to resources from contacts, hence facilitating exploration. Analysis of an original dataset of external networks of 77 senior managers in a large global consulting firm provides support for our arguments. We find that individual ties are positively related to exploration and, furthermore, that the positive (negative) relationship between sparse (dense) networks and exploration increases with the number of individual ties in managers’ networks.

    KW - Corporate entrepreneurship

    KW - Exploration

    KW - Firm performance

    KW - Network content

    KW - Network structure

    KW - Professional service firms

    KW - Corporate entrepreneurship

    KW - Exploration

    KW - Firm performance

    KW - Network content

    KW - Network structure

    KW - Professional service firms

    UR - https://sfx-45cbs.hosted.exlibrisgroup.com/45cbs?url_ver=Z39.88-2004&url_ctx_fmt=info:ofi/fmt:kev:mtx:ctx&ctx_enc=info:ofi/enc:UTF-8&ctx_ver=Z39.88-2004&rfr_id=info:sid/sfxit.com:azlist&sfx.ignore_date_threshold=1&rft.object_id=954921376726

    U2 - 10.1177/0170840616663243

    DO - 10.1177/0170840616663243

    M3 - Journal article

    VL - 38

    SP - 225

    EP - 249

    JO - Organization Studies

    T2 - Organization Studies

    JF - Organization Studies

    SN - 0170-8406

    IS - 2

    ER -