Abstract

We disentangle the links between network structures and job performance in two ways. First, we consider a multi-dimensional view of job performance, breaking it down into creativity, decision-making, task execution, and teamwork. Second, we distinguish the effect of structural holes within and across the organizational boundary on job performance. We find that a larger number of structural holes across the organizational boundary had a positive association with creativity and decision-making, whereas a small number of structural holes within the organization had a positive association with task execution and teamwork. We discuss the theoretical implications for integrating the boundary spanning and network structure literatures, as well as the practical implications for giving much more precise advice to managers and employees regarding how to use networks to improve performance at work.

Citation

Zou, Xi, and Paul Ingram. "Bonds and Boundaries: Network Structure, Organizational Boundaries, and Job Performance." Working Paper, Columbia Business School, December 2010.

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