Bringing Political Skill into Social Networks: Findings from a Field Study of Entrepreneurs

Fang, Ruolian; Chi, Lei; Chen, Manli; Baron, Robert A.

doi:10.1111/joms.12107

Cited by 90 publications

(128 citation statements)

References 87 publications

(212 reference statements)

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“…Our findings are certainly consistent with recent claims of socialization researchers concerning the importance of both personal resources and network‐based social capital for effective employee adjustment (cf. Bauer & Erdogan, ; Ellis et al., ) and social network scholars concerning the strategic importance of individual differences in motivation and agency for effective utilization of social capital (Anderson, ; Fang, Chi, Chen, & Baron, ; Fang et al., ; Fang & Shaw, ; Stevenson & Greenberg, ). However, our theory and evidence also breaks important new ground by demonstrating the interactive and thus synergistic effects of social capital and personal resources—newcomers who have low vertical access benefit most from strong horizontal ties when they have favorable core self‐evaluations.…”

Section: Discussionmentioning

confidence: 99%

Down but not out: Newcomers can compensate for low vertical access with strong horizontal ties and favorable core self‐evaluations

Fang

McAllister

Duffy

2016

Personnel Psychology

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We draw upon and extend socialization resources theory to explain how organizational newcomers leverage their social capital resources (i.e., vertical access and horizontal tie strength within their communication networks) and personal resources (i.e., core self‐evaluations) to learn about and assimilate into their work and organizations. The findings of a multiwave study of organizational entrants in China reveal the synergistic effects of relational and personal resources for newcomer adjustment. Newcomers learn and assimilate effectively not only when they have vertical connections to high‐status organization members but also when they can compensate for their lack of high‐status connections by leveraging their strong horizontal ties with peers and favorable core self‐evaluations. These findings provide a practical perspective on how to tailor newcomer onboarding practices to facilitate effective newcomer adjustment.

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Section: Discussionmentioning

confidence: 99%

Down but not out: Newcomers can compensate for low vertical access with strong horizontal ties and favorable core self‐evaluations

Fang

McAllister

Duffy

2016

Personnel Psychology

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“…Others have examined how differences in the behaviors and cognitions of entrepreneurs (Baron, ), networking styles (Vissa, ), and tertius iungens orientation (Ebbers, ) may lead to variations in network positions. Finally, studies have investigated the role of political skills of entrepreneurs to increase their broker positions (Fang et al, ) as well as the influence of catalyzing strategies on the formation of network ties (Hallen & Eisenhardt, ). Hence, we suggest that it can legitimately be assumed that the extent to which a firm is able to act as a broker is similarly determined by its strategic focus and its orientation toward entrepreneurship.…”

Section: Theory and Hypothesesmentioning

confidence: 99%

“…Having access to this kind of information improves a company's ability to make strategic decisions that capitalize on new opportunities and simultaneously mitigates external threats (McEvily & Zaheer, ; Vissa & Chacar, ; Watson, ). While the effects of network position on firm performance have been investigated intensively (e.g., Batjargal & Liu, ; Hoang & Antoncic, ; Shane & Cable, ), “researchers have paid less attention to examining social networks as a dependent variable” (Fang, Chi, Chen, & Baron, , p. 176).…”

Section: Introductionmentioning

confidence: 99%

Entrepreneurial orientation as a driver of brokerage in external networks: Exploring the effects of risk taking, proactivity, and innovativeness

Rank

Strenge²

2018

Strategic Entrepreneurship

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Research Summary: In this article, we examine to what extent a firm's propensity to acquire brokerage positions in its external knowledge networks is driven by its entrepreneurial orientation. Specifically, we compare the influence of a firm's overall entrepreneurial orientation (EO) to the effects that the individual EO dimensions (i.e., risk taking, proactivity, and innovativeness) have on brokerage. Using a case study design, survey data was gathered from a company cluster in the German photonics industry. Applying a class of exponential random graph models, our results suggest that a firm's overall level of EO does not affect its propensity to obtain a brokerage position. In contrast, brokerage is positively influenced by a firm's willingness to take business‐related risks, whereas a pronounced orientation toward innovation seems to reduce brokerage. Managerial Summary: While it has often been claimed that a pronounced orientation toward entrepreneurship helps firms succeed, the results of our study suggest that the individual dimensions of entrepreneurial orientation in fact differently influence the ability of firms to obtain brokerage positions in their external collaboration networks with partners. Specifically, obtaining brokerage positions seems to depend on the willingness of firms to take business‐related risks. In contrast to our theoretical considerations, we were unable to find empirical support for our assumption that proactivity would be a similarly important antecedent to network brokerage. Finally, firms should be careful with respect to an extensive orientation toward innovativeness, as they run the risk of neglecting the importance of an advantageous strategic position in their external networks.

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“…Social astuteness reflects the ability to map the terrain by noticing contextual cues along with the needs and aspirations of others, which are necessary in the selection of the appropriate mode of influence (e.g., soft versus hard). In addition, through their networking ability, politically skilled managers are more adept at mobilizing others to support their cause or at getting things done (e.g., Fang, Chi, Chen, & Baron, 2015). Those who possess political skill also have the ability to communicate effectively and adjust their actions to contextual demands (i.e., interpersonal influence).…”

Section: Political Skill αS a Quality Assurance Mechanismmentioning

confidence: 99%

Hard, soft or ambidextrous? Which influence style promotes managers’ task performance and the role of political skill

Kapoutsis

Papalexandris

Thanos

2016

The International Journal of Human Resource Management

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Hard, soft or ambidextrous? Which influence style promotes managers' task performance and the role of political skillAmbidexterity at the manager level focuses on the crucial, but underexplored, role of managers' knowledge, skills, and behaviors to address competing demands and promote organizational ambidexterity. As such, to successfully complete their assigned duties, managers need to employ the appropriate interpersonal style and calibrate their behavior to different contextual demands. This study highlights the role of the individual in the ambidexterity process by introducing the concept of influence tactic ambidexterity, to denote the frequent use of both hard and soft influence and investigating its role on task performance. Drawing on the literature on ambidexterity and HRM, we analyze data from a sample of 172 middle managers and their corresponding 68 supervisors working for multinational organizations, and provide evidence that influence tactic ambidexterity relates to higher levels and less variation in managers' task performance compared to the sole use of either hard or soft tactics. Our findings also show that political skill positively moderates the relationship between influence tactic ambidexterity and a manager's task performance. Therefore, this study suggests that influence tactic ambidexterity and political skill can be considered valuable HR assets for managers.

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Bringing Political Skill into Social Networks: Findings from a Field Study of Entrepreneurs

Cited by 90 publications

References 87 publications

Down but not out: Newcomers can compensate for low vertical access with strong horizontal ties and favorable core self‐evaluations

Down but not out: Newcomers can compensate for low vertical access with strong horizontal ties and favorable core self‐evaluations

Entrepreneurial orientation as a driver of brokerage in external networks: Exploring the effects of risk taking, proactivity, and innovativeness

Hard, soft or ambidextrous? Which influence style promotes managers’ task performance and the role of political skill

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