The Influence of Students' Horizontal and Vertical Network Behavior on Learning and Performance
In: TIJME-D-23-00625
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In: TIJME-D-23-00625
SSRN
In: Strategic Management Journal, 40(6): 987-1009
SSRN
In: Small group research: an international journal of theory, investigation, and application, Band 51, Heft 5, S. 616-650
ISSN: 1552-8278
Leader networking behaviors for innovation (LNBI) is an important yet less studied topic in innovation research. This study investigates the behavioral cascading effect of LNBI on organizational support for innovation. Building on faultline theory and the demographic representativeness approach, we conceptualize vertical faultlines as demographic misalignment across job ranks, and hypothesize their moderating effects on the relationships between LNBI and organizational support for innovation. Results from a large, multi-source sample of 55 work units in a U.S. high-technology firm support the mediation model that senior leaders' LNBI influences unit-level support for innovation through junior leaders' LNBI. Moreover, the relationship between junior leaders' LNBI and unit-level support for innovation was more pronounced in work units with weaker rather than stronger vertical faultlines between employees and junior leaders. Our findings highlight the importance of leader networking activities and structural configurations of workforce diversity in building organizational support for innovation.
In: Small group research: an international journal of theory, investigation, and application, Band 43, Heft 5, S. 613-644
ISSN: 1552-8278
This study examines the effects of educational specialty and nationality faultline strength on the team processes of task-relevant information sharing and social interactions and subsequent team performance using data from 308 individuals working in 50 student project teams. We found that educational specialty faultline strength negatively predicted task-relevant information sharing, and that nationality faultline strength negatively predicted off-task social interactions. Furthermore, task-relevant information sharing enhanced team performance and heightened identity salience. The theoretical and practical implications of our findings are discussed.