This study examines how deans and associate deans of a group from similar universities use networking. Specifically, we consider whether the deans, traditionally considered to perform boundary‐spanning functions, make more use of external networking than do the associate deans, who are their subordinates. We examine the relationship between accuracy in perceiving a network and influence in the network. Finally, we consider the relationship between reports of networking outside the sample and influence within the sample. We find support for our first two propositions and raise several issues related to our final one.
Yrle, A.C., Hartman, S.J., Grenier, C. and Lundberg, O.H. (2001), "Business college administrators: organizational networking activities", Team Performance Management, Vol. 7 No. 5/6, pp. 69-77. https://doi.org/10.1108/13527590110403667Download as .RIS
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