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The literature on job networks predicts that employees referred through networks would be better matched and mentored and thus would have lower turnover. However, existing research on this question has neglected the ways in which network effects are contingent upon firm organization. Using the personnel records of a large retail bank, we examine the relationship between network recruitment and turnover among new employees. There was no significant difference between network referrals and non-referrals, but referrals eligible for the employee referral program did have lower turnover. These results are explicable in light of the bank’s organization.

This study aims to examine the effects of firm performance on chief executive officer (CEO) turnover and the moderating role of CEO attributes on the firm performance–CEO turnover relationship.

Probit regressions were used to examine the relationship between various CEO attributes and CEO turnover and the moderation effect of firm performance on the CEO attributes–CEO turnover relationship. The sample comprises firms from the FTSE 350 Index covering the period 1999–2018.

The results indicate that firm performance negatively and significantly impacts CEO turnover. Further analysis reveals that selected CEO attributes, namely, CEO internal experience, CEO network size and CEO age, moderate the relationship between firm performance and CEO turnover. Specifically, CEO internal experience and performance combine to reduce the likelihood of CEO turnover. However, CEO network size and age when combined with firm performance increase the likelihood of CEO turnover.

The results imply that boards should pay more attention to CEO attributes in their decisions to hire and fire executive managers as these factors may affect a wide variety of firm outcomes.

This paper makes key contributions to the CEO turnover and corporate governance literature by providing evidence of key factors other than performance that can affect the CEO dismissal decision. Specifically, this study shows that CEO attributes such as CEO internal experience, CEO networks and CEO age far outweigh the importance of performance as a factor influencing CEO turnover decisions.

The aim of this paper is to examine the relationships of career commitment to turnover intention, internal networking, job embeddedness, and turnover, and whether proactive personality moderates these relationships.

Data were collected at two points in time, spaced by a six-month interval, from a sample of employees working in diverse organizations (n=312 at Time 1 and n=186 at Time 2). Hypotheses were tested using moderated multiple (linear and logistic) regression analyses.

Career commitment was positively related to Time 1 turnover intention, with this relationship being stronger at high levels of proactivity. Proactive personality also interacted with career commitment in predicting Time 2 internal networking and job embeddedness, such that these relationships were significantly positive only at low levels of proactivity. Finally, career commitment was positively related to Time 2 turnover, but this relationship was not moderated by proactive personality.

Findings suggest organizations should enhance the within-organization opportunities of people with high career commitment and proactivity. In contrast, they should work at maintaining the employability of people with high career commitment and low proactivity, as these individuals may become stuck in their organization.

This study contributes to the understanding of the relationships of career commitment and proactive personality to organization-relevant outcomes. It also breaks new ground by showing that career commitment may influence attitudes and behavior distinctively as a function of individuals' levels of dispositional proactivity.

While much research examines the consequences of deinstitutionalization for caregivers, few studies address support mobilization strategies used by patients themselves. We examine the relationship between mental health patients’ needs, their activation of network ties for health discussion, and network dynamics during the course of treatment. We hypothesize that patients strategically activate their network ties for support that matches their needs. Linking activation to network dynamics, we also propose that patients with greater needs exhaust their supportive relationships and experience more network turnover.

We draw on a dataset of new mental health patients (N=173) and their associated network members (N=4,144) observed over three years. Random-intercept regression models test the relationship between patients’ needs and (1) network tie activation for health discussion and (2) network turnover.

Although the overall level of need does not predict network tie activation, mental health patients are more likely to activate network ties who provide support that matches their expressed needs for discussion, emotional, and financial support (although not instrumental or informational support). In addition, patients with elevated needs experience increased network turnover. Strategic activation and its unintended consequence together suggest a revolving door of support for patients in crisis.

In the post-deinstitutionalization era, patients’ informal social safety nets must compensate for needs that are left unmet by deficits in the formal treatment system. We find that patients seek out network members who are well-equipped to help them cope with the onset of illness. At the same time, network activation may lead to instability as high-need patients churn through supportive relationships. Future research should examine the consequences of tie activation and support needs for network dynamics in different treatment contexts.

Despite the extensive study of director interlocks very little is known about gendered director networks. Boards of directors are primarily male; globally, only 5‐20 per cent of directors are women and change is described as glacially slow. The extent to which women directors are central to the network, or pushed to the margins, is unknown. Using the tools of social network analysis we extract the components of three director networks, a global and two national networks and locate the women directors. The paper aims to examine the persistence of director networks over time to determine whether gender related differences – apart from size – contribute to the apparent resistance to change.

The paper uses a longitudinal approach, comparing director networks on a global network scale (2004 and 2007 Fortune Global 200) and a national one (2004 and 2007 New Zealand Stock Exchange) with the iconic 1999 Fortune US 1000 dataset. After extracting the largest connected component, the female directors are separated out. From the 2004 and 2007 data director turnover is calculated to determine the stability of the networks.

Female directors are more likely to be found in the largest connected component of the mixed gender network, indicating that they are not marginalised. Despite high turnover rates, director networks are stable over time which may manifest as resistance to change.

The structure of gendered director networks is unknown and the location of women directors in the network components has not been considered in board diversity research. The results point to an underlying gender equity in all director networks. A new theoretical approach, glass network theory, has implications for boardroom diversity interventions.

The purpose of this paper is to identify success variables for local food networks in Germany.

The approach takes the form of a written questionnaire sent to local food networks and statistical analysis to explain success indicators for networks.

The analysis shows that vertical penetration, i.e. the inclusion of many different sectors in the network, increases the success of the network in terms of turnover. Another factor increasing the success of a network is whether small food enterprises like bakers or butchers are in charge of it.

There is a difficulty in identifying general success factors of networks with different objectives.

This is the first analysis integrating vertical integration and quantitative integration as success factors.

Purpose – The introductory chapter to this special issue highlights contemporary scholarship on networks, work, and inequality.Methodology – We review the last decade of research on this topic, identifying four key areas investigation: (1) networks and hiring, (2) networks and the labor process, (3) networks and outcomes at work, and (4) networks and institutional dynamics.Findings – Social networks play an important role in understanding the mechanisms by which and the conditions under which economic inequality is reproduced across gender, race, and social class distinctions. Throughout the review, we point to numerous opportunities for future research to enhance our understanding of these social processes.

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.

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 empirically analyze the impact of chief executive officer (CEO) turnover on strategic change and explore the mediating role of organizational slack between them, as well as the moderating role and joint moderating role of top management team (TMT) external social network, ownership nature and industry type.

Based on the upper echelons theory, resource allocation theory and structuration theory, this paper takes the unbalanced panel data of A-share listed companies in Shanghai and Shenzhen Stock Exchanges of China from 2001 to 2018 as the research sample, uses ordinary least squares (OLS) regression method and fixed effect model to study the relationship between CEO turnover and strategic change, and focuses on the mediating mechanism and moderating mechanism between them.

The authors find that CEO turnover is positively related to strategic change. When a CEO turns over, a new CEO will initiate strategic change. Precipitation organizational slack plays a mediating role between CEO turnover and strategic change. Non-precipitation organizational slack has no mediating effect between CEO turnover and strategic change, which is embodied as “suppressing effects.” When the non-precipitation organizational slack variable is controlled, the impact of CEO turnover on strategic change will be enhanced. TMT external social network, ownership nature and industry type all negatively moderate the relationship between CEO turnover and strategic change. TMT external social network and ownership nature have a joint moderating effect between CEO turnover and strategic change. When TMT external social network is small, CEO turnover has a positive effect on strategic change in both state-owned enterprises and non-state-owned enterprises, but the promotion effect is stronger in non-state-owned enterprises. When TMT external social network is large, the positive effect of CEO turnover on strategic change in state-owned enterprises is from strong to weak, but in the non-state-owned enterprises is from weak to strong. TMT external social network and industry type have a joint moderating effect between CEO turnover and strategic change. When TMT external social network is small, CEO turnover has a positive impact on strategic change in high-tech enterprises and non-high-tech enterprises, but the promotion effect is stronger in non-high-tech enterprises. When TMT external social network is large, the positive impact of CEO turnover on strategic change in high-tech enterprises is from strong to weak, but in the non-high-tech enterprises is from weak to strong.

On the basis of previous studies, this paper further expands the research scope of the mechanism of CEO turnover on strategic change, echoing the research arguments of relevant scholars. At the same time, the research results reveal the mechanism of organizational slack, TMT external social network, ownership nature and industry type in the relationship between CEO turnover and strategic change, and further deepen the application of upper echelons theory, resources allocation theory and structuration theory in China. In addition, the research conclusions of this paper also provide reference value for Chinese enterprises in carrying out strategic change, promoting enterprise transformation and improving the level of corporate governance, and help to enhance the understanding and attention of Chinese enterprises to CEO turnover, organizational slack, TMT external social network, strategic change and corporate governance under the background of high-quality economic development.