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The study investigated the relationship of career instrumental and expressive intra‐organizational network resources with extrinsic and intrinsic career success and with the Big‐Five of personality in a sample of 264 white‐collar workers. Total network resources were associated with extrinsic and intrinsic career success above the contribution of human capital, demographics and mentoring received. And instrumental network resources contributed more strongly than expressive network resources to extrinsic career success. Furthermore, instrumental network resources emerged as important for intrinsic evaluations of hierarchical and interpersonal career success while expressive network resources emerged as important for intrinsic evaluations of job and interpersonal career success. There was limited support for the influence of personality on the accumulation of network resources. As hypothesized, conscientiousness was negatively associated with instrumental network resources; however, extra‐version, openness and agreeableness failed to make significant contributions to network resources over and above the contribution of human capital and demographics. The implications of the findings for individual career tactics and for organizational practices are discussed and the limitations of the study are considered along with directions for future research.

The purpose of this paper is to investigate the relationship of intra‐organizational network resources with career success and organizational commitment.

The study utilized survey data from 316 British individuals who composed a highly heterogeneous sample in terms of both organizational roles and employment settings.

The study finds that total intra‐organizational network resources were related to extrinsic and intrinsic career success, and to affective organizational commitment. Instrumental and expressive network resources were differentially related to career success and organizational commitment.

The relationships were identified after controlling for an array of factors and for mentoring received, which attests to the importance of intra‐organizational network resources for career outcomes and attitudes towards the organization. The cross‐sectional design is a limitation of the study. Future research should investigate moderating factors, and must be extended to cultural clusters other from the Anglo‐Saxon one.

From an individual point of view, building networks of relationships within the organization enhances career prospects, regardless of whether a mentor is present. From an organizational viewpoint, organizational designs and human resource systems that promote the development of informal relationship ties foster those aspects of commitment that have positive consequences and inhibit those that have negative consequences.

The study provided original evidence for the link between intra‐organizational relationship ties and commitment towards the organization. In addition, it consolidated evidence on the relationship of network resources to career success, the distinct nature of instrumental and expressive network resources, and the additive value of network resources and mentoring as parts of social capital.

The purpose of this study is to investigate the impact of perceived organizational support (POS), perceived supervisor support (PSS) and intra‐organizational network resources on the turnover intentions of the Chinese employees of multinational enterprises.

The study utilized structured equation modeling to analyze survey data from 437 Chinese employees of five multinational enterprises operating in the Chinese service sector.

The study found that POS was positively related to affective organizational commitment, which in turn was negatively related to turnover intentions. A direct relationship was revealed between PSS and turnover intentions, as well as a mediated relationship through POS. In contrast, the relationship between intra‐organizational network resources and turnover intentions was fully mediated through POS.

The cross sectional design is a limitation of the study. Another limitation regards the generalisability of the findings outside the specific research context. Future research should be extended to different geographical and organizational settings.

In order to promote employee retention, multinational enterprises operating in China could start by carefully targeting visible support on offer to their employees. Improving supervisor support is a relatively inexpensive and practical measure compared to the costly alternatives such as improving employee compensation, training and career development. Organizations should also consider improving co‐worker support schemes in the workplace which enable individuals to build up their network resources.

The study provided evidence for both a direct relationship between PSS and turnover intentions and a mediated one via POS, confirming the generalisability of previous findings to the Chinese context. In addition it made an original contribution by establishing that POS fully, rather than partially mediated the relationship between intra‐organizational network resources and turnover intentions. This suggests that Chinese employees attribute instrumental and expressive support from others in the organization as coming from the organization itself.

The purpose of this paper is to provide insights into the importance of accountants’ networks inside organisations, the parties who comprise those networks and how accountants go about building and maintaining their networks. It also illustrates the use of strong structuration theory, which specifically considers the networks that surround agents. The theoretical discussion highlights the significance of communication as agency in the context of accounting practice through a strong structuration perspective.

A qualitative approach to the inquiry was adopted. Interviews were conducted with 30 Australian accountants from 22 not-for-profit organisations. A thematic approach was used to analyse the transcripts. Structuration theory, supplemented by strong structuration, informed the study.

The interviewees attested to the importance of communication and developing networks within their organisations. They actively sought to expand and enhance their networks. The accountants played a pivotal role in networks and they pursued both horizontal and vertical relations. The accountants’ knowledge of organisational positions and perceptions of their own roles were used strategically in attempts to alter the internal structures of networked others.

The interviewed accountants worked in not-for-profit organisations and this may influence the findings. Future research might consider accountants working in for-profit organisations. The study provides insights into strategies to develop intra-organisational networks.

The study contributes to the meagre literature regarding accountants’ networks within organisations. It provides insights that may assist accountants in enhancing their own networks. Although structuration theory is well-established in accounting research, the enrichments offered by strong structuration are illustrated in this study.

The experience of successful firms has proven that one of the most important ways to promote co-learning and create successful networked innovations is the proper application of inter-organizational knowledge mechanisms. This study aims to use a resource-action-performance framework to open the black box on the relationship between networking capability and innovation performance. The research population embraces companies in the Iranian automotive industry.

Due to the latent nature of the variables studied, the required data are collected through a web-based cross-sectional survey. First, the content validity of the measurement tool is evaluated by experts. Then, a pre-test is conducted to assess the reliability of the measurement tool. All data are gathered by the Iranian Vehicle Manufacturers Association (IVMA) and Iranian Auto Parts Manufacturers Association (IAPMA) samples. The power analysis method and G*Power software are used to determine the sample size. Moreover, SmartPLS 3 and IBM SPSS 25 software are used for data analysis of the conceptual model and relating hypotheses.

The results of this study indicated that the relationships between networking capability, inter-organizational knowledge mechanisms and inter-organizational learning result in a self-reinforcing loop, with a marked impact on firm innovation performance.

Since there is little understanding of the interdependencies of networking capability, inter-organizational knowledge mechanisms, co-learning and their effect on firm innovation performance, most previous research studies have focused on only one or two of the above-mentioned variables. Thus, their cumulative effect has not examined yet. Looking at inter-organizational relationships from a network perspective and knowledge-based view (KBV), and to consider the simultaneous effect of knowledge mechanisms and learning as intermediary actions alongside, to consider the performance effect of the capability-building process, are the main advantages of this research.

Although much research has investigated the impact of social capital on objective career success, the process through which this relation is established remains under-explored. In addition, studies conducted in the Middle East and North Africa region are scarce. The purpose of this paper is to examine and potentially bridge these gaps.

Data were collected via survey from 348 Tunisian bankers. Path analysis using AMOS was used to explore the relationships between mentoring received, network resources training and development and objective career success. For testing the mediating hypotheses, the authors employed bootstrapping.

Results support the conjecture that social capital is useful for career success. The authors found that when the employees receive mentoring, they seem to develop more instrumental network resources, and consequently they have wider access to training and development, which, in turn, will be related to better promotion outcomes. However, expressive network resources were not related to objective career success, and training and development did not mediate the relationship between these network resources and career success.

To the authors’ knowledge, this is one of the first studies to explore the relationship between social capital and objective career success in the Tunisian context. This paper also reveals the mediating role of training and development in the above relationship. These findings add to the cross-cultural literature on careers.

The purpose of this study is to explore an under‐researched, emotion‐focused influence tactic, strategic emotional display, and its interpersonal and career outcomes.

The authors collected data from 258 matched supervisor‐subordinate dyads in a Chinese sample.

The results indicate that individuals who use positive emotions in social influence tend to enhance their access to network resources and career growth potential, and those who use negative emotions in social influence tend to erode their network resources and hinder career growth potential.

A major limitation of the research is that the authors collected data on both strategic emotional display and network resources from the same source at the same time. Supporting prior research, the results indicate that individuals do use emotional expression as a social influence tactic at work, and that different emotion‐focused influence tactics are associated with different outcomes. The study makes evident the need to integrate the emotion and the social influence literature.

The results of the study indicate that employees may need to develop greater awareness of their own emotions, and cultivate the ability to convey emotional cues to others effectively. It also appears that individuals need to be selective in their use of emotion‐focused influence tactics.

The paper integrates social influence and emotion research, and focuses on a ubiquitous yet overlooked influence tactic, strategic emotional display, and shows evidence that it is associated with interpersonal and career outcomes.

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.

This study seeks to analyze theoretically and empirically how different intermediate strategic variables related to knowledge (combinative capabilities and absorptive capacity) and strategic flexibility influence the relation between CEOs' social networks and organizational performance. To date, very little research has analyzed the direct and indirect relationships between these variables.

Based on the literature, a theoretical model is developed that shows the interrelations between these variables. The methodology used was LISREL analysis. The model is then tested using data from 203 Spanish organizations.

This investigation shows the influence of CEOs' social networks (larger networks with strong ties) and capabilities (combinative capabilities and absorptive capacity) on the level of strategic flexibility. It then shows the influence of their strategic flexibility level on organizational performance. It adds theoretical and empirical arguments to the importance of CEOs' social networks for the organization.

Today's information and knowledge society requires new CEOs who can confront a reality based on knowledge and foster strategic flexibility to achieve improvements in organizational performance. However, organizations sometimes fail to achieve sustainable competitive advantage due to their limited understanding of the relationships between these strategic variables. This paper develops a complete framework of the capturing of knowledge and information from outside the organization performed by CEOs and the process they use to assimilate, transform and use this knowledge in the organization.

Studies show that employability is fast becoming a significant subject when managing contemporary careers. Indeed, employee networking is a prerequisite for career success, but the literature lacks findings regarding the impact of networking on employability. Meanwhile, network organizations in the knowledge economy are gaining popularity and bringing rise to the number of knowledge workers in the labor force. The purpose of this paper is to show the impact of employee networking competence on the employability of knowledge workers, particularly in the wider context of network organizations.

In order to verify our theoretical model, data was collected among a controlled sample of 1189 knowledge workers using a Computer Assisted Web Interview (CAWI) surveying technique. Our model was verified through a series of structural equation models (SEM).

Results show positive effects of network organizations and knowledge work on the networking competence of knowledge workers. The employability of knowledge workers does not just increase as these workers perform high-quality knowledge work. In order for employability to rise, knowledge workers must also exhibit networking competence. However, our study findings show that networking competence plays only a mediating role in the employability of knowledge workers.

This study focuses on the employability of knowledge workers in network organizations, which is an increasingly important concept for contemporary management. The paper contributes to the literature through its furthering of network and career management theories.