Search results

Social information is crucial to credit ratings and can improve the accuracy of the traditional credit assessment model. Drawing on the resource-based view (RBV) and social capital theory (SCT), this research explores the relationships between corporate social activities, network centrality and corporate credit behavior.

The authors used social network analysis (SNA) and regression analysis to analyze the data collected from 14,544 enterprises on the Alibaba platform.

The results indicate that among the four types of social activities, the number of corporate questions and posts shows a positive relationship with credit behavior; while the number of corporate comments has negative relationship with credit behavior. Further, degree and betweenness centralities mediate the relationship between the number of corporate questions, posts and comments with credit behavior.

This study contributes to the literature on non-financial factors (soft information) by exploring the social behavioral factors related to corporate credit. In addition, this study offers a new theoretical lens and reasonable explanations for investigating the relationship between corporate social activities, network centrality and credit behavior from the perspective of the resource-based view, while most studies are predictive and methodological. Moreover, this study provides new insights for platforms to evaluate enterprise credit and for managers to improve credit behavior.

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.

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 study is to specifically look at the relationship between reliable network reliance and entrepreneurial performance.

To help achieve the study objective, 450 rural farmer-entrepreneurs from Jiangsu, Anhui, Guangxi and Zhejiang Provinces were randomly selected. The study concentrated mainly on entrepreneurs who have engaged in entrepreneurial activities the past five or more years.

This study’s findings show that network reliance has direct and indirect effects on entrepreneurial performance through external networking behaviour. The result further shows that external networking behaviour partially mediates the relationship between network reliance and entrepreneurial performance. On the moderation effect on entrepreneurial orientation (EO), the result reveals that it strengthens the relationship between external networking behaviour and entrepreneurial performance. The result shows that EO has a direct effect on entrepreneurial performance. The paper introduces behavioural component of network to entrepreneurial performance. The study concludes that external networking behaviour of entrepreneurs is key in entrepreneurship as it improves relationships among actors and thereby translating into an improved performance.

The paper brings to light the need to reconsider extension education by including elements of networking to enable rural entrepreneurs derive full benefits of their entrepreneurial ventures.

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 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.

Networking behaviors assist individuals in doing their jobs better and advancing their careers. However, most research emphasizes the effects of job characteristics on networking behaviors, neglecting the effects of individual differences in goal orientations. Moreover, few studies investigate the prospective evaluation of promotability and the mediating effect of networking behavior on the relationship between goal orientation and promotability. Thus, the purpose of this paper is to clarify the nomological network and to expand the domain of networking behavior by identifying networking as career- and community-based networking behaviors and by examining the differential relationships among goal orientation, networking behaviors, and promotability.

This study surveyed and collected data from 160 financial employees and 103 supervisors working at branches of a large bank in Taiwan. Questionnaires addressing both networking behavior and goal orientation were distributed to employees, and one week later their supervisors were sent another survey about employees’ promotability evaluations.

Learning goal orientation was positively related to both career- and community-based networking behaviors. Performance goal orientation was also positively related to career-based networking behaviors, but negatively related to community-based networking behaviors. Career-based networking behaviors, particularly maintaining contacts and engaging in professional activities, were found to be positively related to promotability. Results also show that career-based networking behaviors, particularly maintaining contacts and engaging in professional activities, mediated the relationship between goal orientation and promotability.

This study addresses the importance of distinguishing between networking behaviors as career based and networking behaviors as community based and shows that these two sets of networking behaviors arise from different goal orientations and have differential effects on supervisory evaluation of promotability.

By linking networking behavior with promotability, this study helps managers understand how employees’ enactment of specific networking behaviors can facilitate both the employees’ career development and the employees’ placement in important organizational positions.

This study fulfills an identified need to understand the nomological network of networking behavior.

Drawing upon the social identity theory, the authors argue that professionals' career identities have a positive indirect effect on identification with on-demand organizations through career networking behavior. In addition, the strength of these beneficial effects was also bound by extraversion and collectivism.

The hypothesized moderated mediation model was tested by multisource and time-lagged data about 242 Chinese accountants engaging in on-demand work.

The results demonstrated that professionals with a career identity tend to engage in career networking behaviors and identify themselves with a client company. In addition, extraverted professionals were more likely to engage in career networking behaviors, and collectivist professionals were more likely to identify with their on-demand organizations.

This research provides important guidelines on how managers in on-demand organizations leverage gig workers' career identities to establish deep relationships with them.

The authors expanded the traditional framework of identification in the setting of nontraditional work arrangements by establishing a link between career identity and organizational identification for on-demand professionals.

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.

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.