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A fundamental need in the development of managers that rarely receives the priority attention it warrants is the process of networking. Whatever the reasons for this, it is vital that managers should not remain so deprived, particularly as “third‐wave” organisations start to become a reality. Features and actions essential to the effective development and management of a network of relationships are identified. Managers are encouraged to make an investment in networking as a key management activity, so that the network becomes something which serves the manager and has a major impact on personal effectiveness.

In recent years there has been an increase in the number of women pursuing managerial careers. Previous studies have established that, throughout Europe, women’s advancement to senior domestic management positions has been very slow, despite legislative changes, including the European Union’s social protocol, to enforce issues related to equal opportunity such as equal pay and sex discrimination. The number of women managers pursuing international management careers, however, remains considerably lower than the number in domestic management. Previous research has established that only 3 percent of women are international managers. The data presented in this paper assert that female managers who are not part of an organisational support network experience even further career disadvantages. Based on an extensive empirical research study conducted with senior female international managers, the paper highlights the role which organisational networks have on the career development of female managers.

The purpose of this paper is to examine the information flows, in terms of content and process, underpinning the sharing of knowledge by managers and owners. Such an examination reveals similarities and differences that will influence the generation and dissemination of knowledge used in tourism business operations and contribute to innovation.

This paper examines information flows within the theoretical and methodological framework of social network analysis. The findings were derived from a quantitative study of tourism managers and owners of a tourism hub in South-West England.

The main finding was that network structure characteristics determine the flow of information within owners’ and managers’ social networks. The owners of smaller businesses received information from several sources and, therefore, had fewer structural constraints and reported larger structural holes. In comparison, the managers had more brokerage opportunities to disseminate the information within their social networks.

This paper highlights knowledge sharing between tourism business managers and owners in an open network structure. First, an open network structure builds innovation through the provision of nonredundant information. This is determined through the effective size of structural holes and the dissemination of information through brokerage roles. Second, the knowledge capability of a destination is built up through the social networking of managers and owners. The generation and dissemination of knowledge in a tourism destination are facilitated by the social networking activities of managers and owners.

Managers and owners of tourism businesses require knowledge through information to assist with innovative business practices. The practical implication of this is that the social networks of managers and owners have different network characteristics, and that these differences result in consequences for the innovation of business practices. Another practical implication relates to the importance of managers in knowledge dissemination based on having several brokerage roles in the tourism destination.

These findings are important because an understanding of social networks and the flow of information is one of the keys to determining the influences on knowledge sharing within tourism destination knowledge networks of owners or managers and their potential contributions to innovation.

What is the scope of brokerage network to be considered in thinking strategically? Given the value of bridging structural holes, is there value to being affiliated with people or organizations that bridge structural holes? The answer is “no” according to performance associations with manager networks, which raises a question about the consistency of network theory across micro to macro levels of analysis. The purpose here is to align manager evidence with corresponding macro evidence on the supplier and customer networks around four-digit manufacturing industries in the 1987 and 1992 benchmark input–output tables. In contrast to the manager evidence, about 24% of the industry-structure effect on industry performance can be attributed to structure beyond the industry's own buying and selling, to networks around the industry's suppliers and customers. However, the industry evidence is not qualitatively distinct from the manager evidence so much as it describes a more extreme business environment.

This paper aims to investigate the influence of social interactions on mutual fund portfolios from the perspective of alumni network in China.

Based on a data set that consists of 162 actively managed equity funds in China during the time period of 2003–2014, this study employs multiple linear regression model to control for organization- and location-based interpersonal connections as well as other confounding factors and clarify the causality relationship between alumni networks of mutual fund managers and their portfolios.

After controlling for organization- and location-based interpersonal connections, we find that mutual fund managers who graduated from the same college/university have more similar stock holdings and are more likely to buy or sell the same stocks contemporaneously. As a result, alumni managers exhibit a higher correlation of fund returns. Moreover, the effect of alumni relationship on mutual fund investments becomes weaker when more managers are connected within the network. We also find that valuable information is shared among alumni managers: (1) the average returns for the alumni common holdings portfolios is significantly higher than those for non-alumni holdings portfolios and (2) a long-short strategy composed of stocks purchased minus sold by alumni managers yields positive and significant risk-adjusted returns.

The findings suggest that information dissemination among connected fund managers could be one of the driving forces for mutual fund herding behavior, and that a portfolio of funds whose managers are educationally connected could be highly exposed to certain stocks and risks.

This paper contributes to the growing finance literature addressing the influence of personal connections on information dissemination that specifically contributes to price formation. It corresponds more closely to Cohen et al. (2008), who investigate college alumni connections between fund managers and corporate board members. Since the authors simultaneously examine three potentially overlapped social networks, which are based on education, locality and fund family, the authors are able to disentangle their effects on fund managers' investment decisions. Moreover, the findings suggest that institutional investors make investment decisions based on share private information, and therefore, it also contributes to the literature on fund herding behaviors (Grinblatt et al., 1995; Wermers, 1999).

The purpose of this paper is to investigate how managerial level moderates the relationships between networking behaviours and career success (objective and subjective) in the context of a public sector organisation in Malaysia.

The study utilised a cross‐sectional design and investigated these relationships indicated on a sample of 288 managers from the Malaysian public sector.

The study found that increasing internal visibility was related to monthly income and subjective career success. Managerial level moderated the relationships between some types of networking and objective career success.

The study was cross‐sectional in nature and involved a sample of managers from public sector organisations. However, there is scope to longitudinally investigate the impact of specific networking behaviours on both objective and subjective career success.

The study findings highlight the advantages that senior managers have in respect of networking opportunities and the importance of particular types of networking objective and subjective career success.

The study findings extend the knowledge of the value of networking and demonstrate that the relationships found in Western organisations also are true in Asian organisations and cultures and in public as well as private sector organisations.

The purpose of this paper is to provide a theory‐based explanation for the emerging managerial role set within supply chain networks. As managing within supply networks requires a portfolio of capabilities, the emerging managerial role set is explained utilizing a combined knowledge‐based view and relational contracting theoretical perspective. The multiple foci of the manager’s role set within supply networks is associated with unique challenges that are also examined. Based on the analysis of these new challenges for supply chain managers, the managerial and research implications are outlined. In conclusion, specific managerial actions, which are necessary in supply chain networks to engender the development of trust and social capital in supply networks, are explained.

The purpose of this paper is to analyze, through an empirical study, the Italian network agreements in order to evaluate how the activities and attitudes of the network managers impact on export intensity.

Using the data of a questionnaire survey from 182 Italian firms that have joined the network in 2012; regression analysis was applied to test the hypotheses related to the network managers.

The results indicate that planning activity performed by the network manager is the most significant variable that positively influences the export intensity. Also the international experience and social and relational activities performed by the network managers influence the level of exports. Network managers’ perceived advantages and barriers have a different impact on the dependent variable.

The analysis of the role played by network managers helps to increase the awareness that the success of the network depends on the quality of the network managers’ activities and their attitudes and characteristics. The results suggest that in every network should be present the figure of the network manager.

This research is one of the first studies to analyze the Italian network agreements and role of network managers. Second, from a theoretical standpoint, the authors add to the existing literature a specific analysis that relates primarily to small firms, showing that, in this context the results are not always consistent with prior studies.

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 particular focus of this paper is female expatriates in Europe, which is a relatively under‐researched area. A total of 50 senior female expatriate managers were interviewed, representing a wide range of industry and service sectors. The aims of the paper are to highlight a number of critical factors which are necessary for successful female expatriate assignments. The results of the study show that female expatriates are disadvantaged in their careers because of the lack of organizational support which is readily available to their male counterparts. This lack of organizational support, together with the invisible barriers which constitute the glass ceiling, explain the relative scarcity of female expatriate managers.