Determinants of PhD holders’ use of social networking sites: An analysis based on LinkedIn

Baruffaldi, Stefano Horst; Maio, Giorgio Di; Landoni, Paolo

doi:10.1016/j.respol.2017.01.014

Cited by 49 publications

(32 citation statements)

References 91 publications

Supporting

Mentioning

Contrasting

Order By: Relevance

“…Kim, 2013;Ng & Feldman, 2014;Spurk et al, 2019;Thompson, 2005;Van Hoye et al, 2009;Wolff & Moser, 2009, 2010. Recent work has found that professional online networking leads to informational benefits, job search assistance, work-related assistance, and career sponsorship (e.g., Baruffaldi et al, 2017;Davis et al, 2020;Nikitkov & Sainty, 2014;Utz, 2016;Utz & Breuer, 2016. Thus, it seems that professional online networking results in the same type of benefits as offline networking does.…”

Section: Literature Reviewmentioning

confidence: 99%

“…Especially for people who have problems with offline networking, online networking can help to compensate for their restraints offline. Previous research has shown that people can benefit from online networking because of informational benefits, job search assistance, work-related assistance, and career sponsorship (e.g., Baruffaldi et al, 2017;Davis et al, 2020;Nikitkov & Sainty, 2014;Utz, 2016;Utz & Breuer, 2016. Hence, both offline and online networking can have a positive impact on people's professional lives.…”

Section: Practical Implicationsmentioning

confidence: 99%

See 1 more Smart Citation

Professional networking: Exploring differences between offline and online networking

Baumann

Utz

2021

Cyberpsychology

View full text Add to dashboard Cite

Professional networking has mostly been researched in offline contexts. With professional social networking sites (SNS), such as LinkedIn or the German platform XING, professional networking can be extended to online contexts. Therefore, this study examines if people differ in the intensity of offline and online networking and if influence factors differentially predict offline and online networking. An exploratory online survey of working people (N = 326, Mage = 37 years, 56% women) revealed that mean values among the four different networking types did not differ significantly. However, people can be divided into four clusters of networkers (the minimal, the heavy, the mainly offline, and the mainly online networkers). When looking at influence factors, there is a positive association of people’s knowing about the benefits of networking and their networking intensity for all types of networking offline and online. Beyond that, the negative affective influence of anxiety towards unknown people on networking shows an interaction effect with networking type as it is stronger for offline networking than it is for online networking. The results indicate that professional social networking sites might help people with their networking pursuits by reducing negative emotions associated with networking, thereby contributing to a social compensation effect.

show abstract

Section: Literature Reviewmentioning

confidence: 99%

Section: Practical Implicationsmentioning

confidence: 99%

Professional networking: Exploring differences between offline and online networking

Baumann

Utz

2021

Cyberpsychology

View full text Add to dashboard Cite

show abstract

“…To recruit participants for our survey, we used the social media network LinkedIn, which allows for professional self‐promotion and the disclosure of personal information. Moreover, LinkedIn has been described as the world's largest professional online network (Baruffaldi, Di Maio & Landoni, ). In addition, we found evidence that LinkedIn had been used for data collection (Baruffaldi et al, ; Ecleo & Galido, ).…”

Section: Research Design and Samplementioning

confidence: 99%

“…Moreover, LinkedIn has been described as the world's largest professional online network (Baruffaldi, Di Maio & Landoni, ). In addition, we found evidence that LinkedIn had been used for data collection (Baruffaldi et al, ; Ecleo & Galido, ). Because our aim was to recruit strategy managers for our empirical investigation, LinkedIn seemed to be an appropriate platform.…”

Section: Research Design and Samplementioning

confidence: 99%

See 1 more Smart Citation

Corporate foresight as a microfoundation of dynamic capabilities

Schwarz

Rohrbeck

Wach

2019

Futures & Foresight Science

View full text Add to dashboard Cite

The dynamic capabilities perspective is aimed at explaining how firms achieve and sustain competitive advantages, especially in environments that become volatile, uncertain, complex, and ambiguous (VUCA). In this paper, we combine factors that explain dynamic capabilities on the firm level with factors of dynamic managerial capabilities on the individual level. In addition to the dynamic capabilities theory, we draw on corporate foresight (CF) literature to test the impact of CF training. We find that both the organizational‐level practices and the individual‐level training of leaders are positively associated with firm‐level outcomes. We further observe that this relationship is mediated by dynamic managerial capabilities (i.e., the ability of leaders to challenge current business models, make decisions under uncertainty, and reconfigure organizational resources). Our findings emphasize the importance of training leaders and building organizational CF practices to build the dynamic capabilities needed in VUCA environments.

show abstract

Corporate foresight for the benefit of corporates' innovation climate

Wach,

Schwarz,

von Held

2024

Futures & Foresight Science

View full text Add to dashboard Cite

Corporate foresight (CF) can be considered a future‐oriented capability that incorporates perceiving and prospecting. Extant CF‐related studies tackle the CF−innovation relationship but do not provide details on how CF relates to innovation climate. As we assume that the innovation climate of companies is a relevant antecedent to innovation, we conduct a quantitative empirical study with 147 upper‐tier managers to investigate how CF and the respective training of managers relate to a corporate's innovation climate. Results show that strong perceiving and prospecting positively influence the innovation climate, whereby prospecting is of particular importance. Further, we find that training managers in future‐oriented capabilities is only under certain circumstances (i.e., low prospecting) beneficial to the innovation climate in companies.

show abstract

Determinants of PhD holders’ use of social networking sites: An analysis based on LinkedIn

Cited by 49 publications

References 91 publications

Professional networking: Exploring differences between offline and online networking

Professional networking: Exploring differences between offline and online networking

Corporate foresight as a microfoundation of dynamic capabilities

Corporate foresight for the benefit of corporates' innovation climate

Contact Info

Product

Resources

About