Making the Most of the Revolving Door: The Impact of Outward Personnel Mobility Networks on Organizational Creativity

Godart, Frédéric; Shipilov, Andrew V.; Claes, Kim

doi:10.1287/orsc.2013.0839

Cited by 116 publications

(98 citation statements)

References 76 publications

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“…Another implication relates to the question of employee mobility (Campbell et al ., ). Our study has provided evidence that not only the prior knowledge of individual entrepreneurs and their founding teams is important for creativity (Shane, ), but also the knowledge and network ties of employees (Elfring and Hulsink, ; Godart, Shipilov and Claes, ; Perry‐Smith, ). This insight poses a dilemma when it comes to the mobility of employees.…”

Section: Discussionmentioning

confidence: 89%

“…This leads us to assume that employees from different domains are frequently obliged to get in touch with external partners. In addition to the entrepreneur's networking activity, employees, too, may of course have important network ties (Godart, Shipilov and Claes, 2014). This is often the very reason for recruiting new staff, frequently with the help of intermediaries (Steier and Greenwood 2000;Zhang and Li, 2010).…”

Section: Networking Practices As a Mediatormentioning

confidence: 99%

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Another Post‐heroic View on Entrepreneurship: The Role of Employees in Networking the Start‐up Process

Braun

Ferreira

Schmidt

et al. 2017

British J of Management

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Moving beyond the present post‐heroic perspective known from leadership and entrepreneurship research that emphasizes the importance of external context, we shift the focus from the entrepreneurial luminary and his or her core team to the entrepreneurial firm as an organization with employees. This organizational view captures the vital role of employees, in particular for deepening the external relationships of the firm. Towards this end, the authors investigate how three antecedents increase the organizational innovativeness of start‐ups: (i) the external relationships of the start‐up; (ii) the initiation and maintenance of such relationships through networking by entrepreneurs and employees; and (iii) the differentiation of hierarchical levels in this process. A survey‐based study drawing from the data of 96 entrepreneurs and 228 employees in start‐ups is conducted. To analyse the data, the authors tested the conditional indirect effects through a multilevel moderated mediation analysis. According to the results, interorganizational relationships (IORs) are particularly effective for entrepreneurial innovativeness if networking practices are pursued at the employee level. The collective involvement of employees in fact has a mediation effect compared with the individual efforts developed by the entrepreneur. These findings advance the post‐heroic perspective by emphasizing the distinctive role of employees in the utilization of IORs.

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Section: Discussionmentioning

confidence: 89%

Section: Networking Practices As a Mediatormentioning

confidence: 99%

Another Post‐heroic View on Entrepreneurship: The Role of Employees in Networking the Start‐up Process

Braun

Ferreira

Schmidt

et al. 2017

British J of Management

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“…Regardless of their attention allocation to information from communication partners, individuals with different levels of absorptive capacity are likely to gain different benefits from similar network positions with respect to developing good ideas. Thus, consistent with studies that have used prior experience as a proxy for absorptive capacity (e.g., Godart, Shipilov, & Claes, ), we first controlled for age because age captured the amount of his/her work experiences indirectly. In addition, firm tenure was included to control for the number of years a focal actor had worked for the company.…”

Section: Methodsmentioning

confidence: 99%

Which pathway to good ideas? An attention‐based view of innovation in social networks

Rhee

Leonardi

2018

Strategic Management Journal

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Research Summary: This study introduces the notion of attention allocation in networks to argue that individuals with different types of network structure produce good ideas via different pathways. Using survey data on communication networks at a software company, we find that people with highly constrained networks generate good ideas by following a logic of interrogation, by which they focus their attention on information from a particular contact. Conversely, individuals with less constrained networks produce good ideas by following a logic of recombination, whereby they divide their attention to information coming from across multiple contacts. The results show that in highly constrained networks, interrogation is a more reliable pathway to good ideas than recombination. We discuss the implications of these findings for behavioral strategy, social networks, and innovation. Managerial Summary: People can develop good ideas when they recombine diverse information inputs shared by non‐redundant communication partners that span multiple local clusters. But, in an organization, most individuals are embedded in constrained networks of people who know each other and thus typically receive redundant information from work colleagues. This study suggests that they can innovate via a different pathway: through interrogation. We find that people who focus their attention on information coming from a particular person succeed at generating good ideas because they deeply interrogate local knowledge and develop domain‐specific insights.

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“…In the fashion industry, they find not only that outward mobility of fashion designers improves the creative performance of the focal fashion house through reverse knowledge spillovers but also that this positive effect is stronger when inward mobility is also higher. In general, a network perspective may offer promising avenues to extend the implications of employee mobility for organizational outcomes that are mediated by employees' relational capital (e.g., Briscoe & Rogan, in press;Godart et al;Rogan, 2014). Table 2 summarizes the discussion above on organizational impacts, and the corresponding human and relational capital content that creates these impacts.…”

Section: Relational Advantages (And Disadvantages)mentioning

confidence: 99%

Employee Mobility and Organizational Outcomes

Mawdsley

Somaya

2015

Journal of Management

175

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A large and growing literature spanning multiple fields has identified employee mobility as a critical influence on several important organizational outcomes. However, extant research on the topic is highly fragmented and lacks a unifying theoretical framework, impeding the development of a cumulative conceptually integrated body of research. We seek to remedy this situation by undertaking a review of research on employee mobility and its organizational impacts and casting it within a novel integrative conceptual framework. As a critical foundation for this framework, we highlight how the various organizational impacts of employee mobility are ultimately engendered by different dimensions of human and/or relational capital that are conveyed by mobile individuals. Building on this foundation, we describe how multilevel contextual factors-characterized as attributes of the employee, source and destination firms, and environmental conditions-may moderate the transfer and utilization of human and rela- IntroductionOver the last two decades, a significant research literature has emerged about the interorganizational movement of personnel and its substantial individual-level, organizational, and societal impacts. Inquiry into this phenomenon has spanned diverse fields, including economics, human resource management (HRM), strategic management, and sociology. However, while each of these respective research streams has provided valuable insights into the antecedents and consequences of the interorganizational movements of talent, the result is a research literature on employee mobility that is highly fragmented and disorganized.Despite its lack of coherence, literature on employee mobility is of particular interest to strategy and management scholars because the interorganizational movement of personnel affects important organizational outcomes, such as innovation (e.g., Rao & Drazin, 2002;Song, Almeida, & Wu, 2003), learning (e.g., Singh & Agrawal, 2011), capability acquisition and divestiture (e.g., Agarwal, Echambadi, Franco, & Sarkar, 2004), market entry (Boeker, 1997), relationship management (e.g., Broschak, 2004;Carnahan & Somaya, 2013;Somaya, Williamson, & Lorinkova, 2008), and even firm failure (e.g., Phillips, 2002;Wezel, Cattani, & Pennings, 2006). Building on Arrow's observation that the "mobility of personnel among firms provides a way of spreading information" (1962: 615), both scholars and industry practitioners alike have recognized that successfully navigating the market for human resources (HR) can be an important driver of firm competitive advantage (Barney, 1991;Cappelli, 2000;Gardner, 2002;Michaels, Handfield-Jones, & Axelrod, 2001).Moreover, ongoing technological, societal, and economic changes are accelerating the tendency for employees to switch employers (Cappelli, 2000;Henderson & Bierman, 2009) and increasing the intensity with which firms compete over high caliber talent (Coff, 1997;Gardner, 2005). Additionally, employees have become increasingly strategic in managing their careers by buildi...

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Making the Most of the Revolving Door: The Impact of Outward Personnel Mobility Networks on Organizational Creativity

Cited by 116 publications

References 76 publications

Another Post‐heroic View on Entrepreneurship: The Role of Employees in Networking the Start‐up Process

Another Post‐heroic View on Entrepreneurship: The Role of Employees in Networking the Start‐up Process

Which pathway to good ideas? An attention‐based view of innovation in social networks

Employee Mobility and Organizational Outcomes

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