Networking in the workplace: Implications for women's career development

Abstract

Although the value of social capital for organization and individual career success is widely recognized, gender as a moderator in the building Jia WangWidely recognized as a valuable asset for creating healthy organizations (Timberlake, 2005), social capital is leveraged in the workplace for task accomplishment, career advancement, and social support (Bartol and Zhang, 2007). However, access to social capital in an organization is not always equitable (Ragins and Cotton, 1991). Literature strongly suggests that women do not have equal access to social capital because they are often excluded from the social networks most important for power acquisition and career success. Furthermore, even when women do have access to or invest time in building social networks, the return is not always desirable. This chapter examines how women form and leverage networks to gain social support for their careers. It offers implications and suggestions for organizations and professional women regarding how to create a workplace that reinforces gender equality and facilitates women' s career progress. Understanding Networks in OrganizationsA network is a set of actors and the set of ties representing some relationship, or lack thereof, between the actors (Brass, Galaskiewicz, Greve, and Tsai, 2004). In organizational settings, a network usually involves contacts with a variety of colleagues for the purpose of mutual work benefits (Linehan and Scullion, 2008). It also depends on informal interactions involving favors, persuasion, and connections to people who already have influence 33 4

The F Word: The Role of Women’s Friendships in Navigating the Gendered Workplace of Academia

“…In addition, signaling that academics should be wary of sharing ideas and collaborating inhibits social capital development that is integral to navigating the work environment and which is an asset for a healthy workplace (Timberlake, 2005). Sheerin and Hughes (2018) urged for an understanding of how to support women in building social capital, and Wang (2009) called for an examination of "organizational structure, demography, workflows and processes, organizational policies, and work that assignments that may constrain women's networking" (p. 38). To this, we would add the need to investigate how these workplace features encourage or limit women's friendship development.…”

Productive Tensions in a Cross-Cultural Peer Mentoring Women’s Network: A Social Capital Perspective

“…Another contentious inconsistency is that while relational practice strengthens organizational structure (through collaboration, team work, conflict resolution), it does not result in appropriate rewards and recognition within their own institutions, thereby adding to their constrained career advancement (Bierema, 2005;O'Neil et al, 2008). Wang (2009) conjectured that these inherent limitations are a consequence of the noted absence of women at the helm of influence within formal organizations. As a way out, some researchers have pointed to the need for women to close the social capital gap by seeking and profiting from new relationships that serve as conduits of new information (Alder & Kwon, 2000;Burgess, 2009).…”

“…One emerging paradox therefore is that while women forge supportive and productive bonds through these associations, they often have lower levels of network centrality and power within the networks (O'Neil et al, 2008;Wang, 2009). Popielarz (1999) also suggested that the "ties women form within voluntary organizations are significantly less likely to be information-rich bridging weak ties" (p. 248).…”

“…While the notion of social capital is captured in the opportunities and resources embedded in social networks and the social relations that exist therein (Coleman, 1990;Putnam, 2000), it also "evokes structural constraints … as well as actions and choices on the part of the actors" (Lin, 2001, p. 3). Specifically, social network researchers also contended that social closure inherent in close knit networks can also impede access to opportunities and resources beyond that of the group (Lin, 2001;Putnam, 1995Putnam, , 2000Woolcock, 2000); a process which inadvertently can threaten the advancement of social capital (Lin, 2001;Portes, 1998;Wang, 2009). As a case in point, Portes (1998) underscored the potential exclusion of outsiders, excess claims on group members, restriction of individual freedom and downward level norms as negative aspects of social closure that could possibly limit the inherent outcomes of networks.…”

Socializing Emerging Evaluators: The Use of Mentoring to Develop Evaluation Competence

“…Benefits of mentoring for protégés include higher salaries, improved professional identity, greater professional competence, enhanced promotion rates, and accelerated career mobility (Johnson & Ridley, ). Outside of traditional dyads, individuals may develop relationships with multiple mentors, called mentoring networks (Wang, ). Mentoring networks, like mentoring dyads, provide even greater access to information, socialize one to the organizational culture, and enhance social capital (Jean‐Marie & Brooks, ).…”