This study deals with individual managerial performance, both overall and in generating innovation. While prior work has demonstrated a relationship between network structure and managerial performance, inadequate attention has been paid to network content. We consider several micro-social...

Earlier theoretical accounts of collective learning relied on rules and operating procedures as the organizational memory (March, 1991; Rodan, 2005). This paper builds on this tradition drawing on ideas from social network theory. Learning is modeled as a social-psychological process (Darr &...

A system of actors, appropriately organized, is able to learn even in situations where individuals in isolation cannot. This was one of the most important, though seldom emphasized, insights of March’s paper, “Exploration and Exploitation in Organizational Learning” (1991). The present...

Structural holes theory suggests a variety of possible explanations for the empirically observed relationship between structural holes and individual managerial performance. However, little has been done to disentangling one mechanism from another. This paper empirically tests a mediated...

A system of actors, appropriately organized, is able to learn even in situations where individuals in isolation cannot. This was one of the most important, though seldom emphasized, insights of March's paper [March, J. G. (1991). Exploration and exploitation in organizational learning....

Innovation, particularly in a dynamic environment, is crucial to a firm’s competitiveness. We test the hypothesis that managers’ performance, particularly their innovativeness, is related to the diversity of knowledge to which they are exposed in their interactions with colleagues. In a...