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Research suggests that engaging in networking behaviors can affect individual work outcomes. However, relatively less is known about how internal versus external networking behaviors influence work outcomes, and whether gender moderates these relationships. Drawing on social capital theory and social role theory, the authors propose a positive relationship between employees' internal and external networking behaviors and their work outcomes (job commitment and career success), and the moderating effect of gender. The authors also explore employee preference in networking.

Based on a sequential mixed-method research design with a four-month time lag, Study 1 data on networking behaviors and employee outcomes were collected via a survey of middle managers and their supervisors from 10 private sector organizations in Sri Lanka. Study 2 data were collected via interviews from a sample of those middle managers and their supervisors.

Study 1 findings indicate a positive relationship between internal networking behaviors and job commitment, and external networking behaviors and career success. The authors also found that internal networking behaviors enhance job commitment. Study 2 findings indicate men and women network differently and benefit differently from that networking but achieve equitable workplace benefits.

This study provides pioneering evidence that internal networking behaviors enhance job commitment among women. It appears that past research did not test the moderating effect of gender for internal versus external networking behaviors separately. Moreover, this study refines the evidence that internal and external networking behaviors differentially impact employee outcomes and explains the processes through a qualitative inquiry.

The purpose of this paper is to examine the relationships of internal and external networking behaviors of managers and professionals with their affective, continuance, and normative commitment.

Data were obtained from 335 managers and professionals of a health system who completed a survey on networking behavior and organizational commitment. Correlation analyses and multiple regressions were performed to test our hypotheses.

The results showed that networking behavior focussed within an individual's organization was positively related with affective commitment and normative commitment. Networking with individuals outside of an individual's organization showed a significant negative relationship with normative commitment. Contrary to expectations, networking externally was not related to affective commitment, and neither internal nor external networking behaviors were related to continuance commitment.

Because data were collected at a single point in time, no statements can be made about causality. Future research is needed assessing both internal and external networking behavior and the three types of organizational commitment across time to help determine direction of causality or whether reciprocal relationships exist.

Organizations that encourage internal networking behaviors may see individuals who are more connected with their colleagues and affectively committed to their organizations. However, encouraging external networking behavior may result in a drop in normative commitment as individuals might identify more with their profession than their employer.

Although previous research has shown that networking behavior is related to job performance and career success measures, the research extends the literature by investigating whether networking is related to attitudinal variables such as organizational commitment. The paper explores whether differential relationships exist between internal and external networking behavior with three types of organizational commitment.

Drawing upon conservation of resources theory, this study aims to explore how ethical leadership relates to subordinates' emotional exhaustion through the chain mediating effects of organizational networking behavior and organizational embeddedness.

Data were collected from 447 airport employees in China. PROCESS macro in SPSS was used to test the hypotheses.

Results indicated that ethical leadership is negatively correlated with emotional exhaustion; organizational networking behavior and organizational embeddedness play a chain mediating role in the negative relationship between ethical leadership and emotional exhaustion.

This study provides new insights into the association between ethical leadership and emotional exhaustion, and enriches the antecedents and consequences of organizational networking behavior.

Networking behaviours are important for a range of work outcomes. Little empirical evidence of how internal vs external networking behaviours influence job commitment and job performance exists and whether political skills moderate these relationships. Using theories of social capital and personal initiative, this study examines the effect of internal and external networking behaviours on job commitment and job performance in the context of political skills.

Based on a sequential mixed-method research design with a four-month time lag, Study 1 data on networking behaviours, political skills and work outcomes were collected via a survey of middle managers and their supervisors from ten private sector organisations operating in Sri Lanka. Study 2 data were collected via interviews of a set of middle managers and their supervisors.

Study 1 findings indicate a positive relationship between internal networking behaviours and both job commitment and job performance. The authors also found a moderating effect of political skills on internal networking behaviours and job commitment. Study 2 findings explained, strengthened and extended results of Study 1.

Middle managers can use these research findings to understand how internal networking behaviours improve their job commitment and job performance. These managers can use their political skills and internal networking behaviours to improve their job commitment. They can also advance their career through improved job commitment and job performance. Senior managers and human resource managers should facilitate and encourage internal networking behaviours. Training and development managers should develop middle managers' networking behaviours and political skills.

This study provides pioneering evidence of how internal networking behaviours impact middle managers' job performance and job commitment, and how internal networking behaviours improve job commitment for middle managers with high political skills.

The present study approaches multinational corporations as internal networks that are constantly newly organized on the basis of relationships, operations, activities, and tasks at hand. It combines MNCs-as-networks view with the research on supplier–customer relationship development to conceptualize the relational dynamics in the MNCs. The dynamics are seen created as the interplay of organizing within internal networks and managing of the global customer relationships. Through an empirical study on a project business MNC and analysis of the events in its global customer relationship the study defines strategies of political compromising in MNC internal networks.

The purpose of this paper is to examine the evidence that suggests how working graduates' careers are actually being managed in corporate Greece. In order to shed some light on this issue, this empirical study aims to investigate the changing nature of careers from the employee's perspective, in various business contexts.

A survey was conducted using a structured questionnaire. Participants in the survey were 238 graduates working for firms across all sectors of the economy. Factor analysis was used to form career anchors/orientations, and career strategies from graduates' attitudes and statements reported in the survey. Regression analysis was applied for assessing the impact of alternative career orientations on career self‐management behaviors.

The main findings indicate that the primary source for shaping surveyed graduates' career strategies is their own career anchor/orientations. Other personal and organizational characteristics such as gender, age, work experience, field of specialization, economic sector and activity, firm size, and employment contract, seem to not have a persistent effect on respondents' personal career strategies. Furthermore, despite an emerging “new” career anchor, the traditional career of internal promotability still motivates graduates and leads them to pursue human capital accumulation and networking strategies.

Further research to extend the current investigation to employers and managers would allow for a more articulated discussion of the main sources of the influences on employees' career self‐management behaviors.

Given the dearth of empirical research on the changing nature of careers in corporate Greece, this study contributes to debates in the wider academic community on the issue of analyzing career self‐management behaviours empirically. The importance of combining the human capital perspective with the social capital perspective in modeling career development, is stressed by the present study.

We propose an integrative model of how leaders (individual level) effectively relate to their social networks as a whole (network level). Additionally, we focus both on the leader constructs and the followers shared constructs about those networks.

Our conceptual paper uses the integration of literature from two main bodies of knowledge: individual and shared cognitions, fundamentally from psychology, and a structural perspective, mainly from sociology, organisational studies and social network analysis. We take a psycho-structural approach which allows the emergence of new perspectives on the study of leadership and more specifically on the study of relational leadership.

We propose a leader-network exchange (LNX) theory focussed on the behaviours and cognitions of leaders and followers as well as the relations between them.

Our model represents a new perspective on leader–followers relationship by stressing the importance of both followers and leaders' cognitions. We highlight the importance of the relationships between followers on the creation of shared meaning about the leader.

Our model helps leaders and managers make sense of the cognitions and behaviours of their teams. By considering the teams characteristics, i.e. cognitions and network structure, it allows leaders to adopt the most appropriate behaviours for effective leadership. Leadership and management development programmes designed around our model will enhance the use of networking skills.

Contrary to the traditional view of LMX, our approach considers the social context of leaders and followers. It also adds a new layer of knowledge going beyond what members think of their leaders by considering the social networks of leaders and followers.

The purpose of this paper is to explore the antecedents of development idiosyncratic deals (i-deals) from an organizational politics and a situationist perspective. The paper tests a moderated mediation model in which networking skills is indirectly related to development i-deal in a context of high hierarchical plateau.

The authors test the research model with a sample of 252 engineers, 88 percent male, who work in an economically wealthy region of France and who are thus well positioned to negotiate development i-deals.

The authors lead analyses with the Preacher et al.’s macros on SPSS. Results support the hypotheses. The authors find that support-seeking behaviors partially mediate the relationship between networking skills and development i-deals, and that this relationship is significant only in a context of high plateauing.

Overall, this study contributes to a deeper understanding of i-deal antecedents by bridging the literatures on i-deals and careers. It also shows that socially skilled employees are able to seek support and in turn, to proactively negotiate development i-deals. This process is a way to cope with perceptions of hierarchical plateau.

Aims to analyze the process of key account management in the industrial sector by highlighting the most recurrent problems that arise linked to this process. The research is based on a period of six years, during which several major industrial groups in France either set up or developed their key account management programs. It represents both a theoretical positioning according to the process of key account management, and the discovery made early on of an emerging picture of this process and the absence of any real understanding of it. Proposes two terms that best sum up key account management research: co‐ordination and transversality.

Drawing on the overarching framework of social capital theory, the purpose of this paper is to develop and empirically examine networking behaviour and employability within the higher education context.

In a sample of 376 full-time business students the authors measured perceived employability, networking behaviour, access to information and resources and job-search learning goal orientation (JSLGO).

The authors found networking is related to increased internal and external perceived employability by boosting access to information and resources. The results also demonstrate that networking is positively related to access to information and resources for low and high JSLGO, the relationship being stronger for those with higher levels.

The results provide an enriched view of individual networking behaviour by offering an indirect model of networking outcomes and to the graduate employability and social capital literatures.

The findings may provide focus for individuals concerned with enhancing their employability and those involved in supporting career guidance.

Obvious beneficiaries are students, for whom employment is a key concern, and universities who face increasing pressure to enhance graduate employability whilst resources to do so are diminishing. To this end the authors highlight activities that may develop networking behaviours and JSLGO.