Premium
Networking Beyond Organizational Boundaries: The Case of Project Organizations
Author(s) -
Staber Udo
Publication year - 2004
Publication title -
creativity and innovation management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 1.148
H-Index - 60
eISSN - 1467-8691
pISSN - 0963-1690
DOI - 10.1111/j.1467-8691.2004.00291.x
Subject(s) - embeddedness , knowledge management , cohesion (chemistry) , business , work (physics) , public relations , sociology , computer science , political science , mechanical engineering , chemistry , organic chemistry , anthropology , engineering
Project organizations operate in environments where innovation depends significantly on the ability to integrate different but interrelated knowledge bases. These knowledge bases include individuals who are located outside organizational boundaries and have no formal relationship with the organization, but are connected socially to project workers. Organizational researchers have generally recognized the importance of external social relations for knowledge search. However there is some debate on the question of whether social networks are more useful for innovation if they provide social cohesion through close interaction or access to diverse and novel sources of knowledge through more distant relationships. This study explores the configuration of project workers’ external social networks and their effects on innovative behaviour, using data on the network ties of workers in 17 project organizations in the new‐media industry. The findings are more consistent with the social embeddedness view of close social relations providing an important source of continuity in markets where intermittent projects are common. Project workers embedded in cohesive work‐related social structures outside the organization tend to be more innovative in their project work than workers lacking such networks.