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1、DoesNetworkingwithColleaguesMatterinEnhancingJobPerformance?IreneHau-siuChowDepartmentofManagementTheChineseUniversityofHongKongShatin,N.T.HongKongTel:(852)2609-7798Fax:(852)2603-6840Email:irene@baf.msmail.cuhk.edu.hk&IgnaceNgFacultyofBusinessUniversityofVictoria.POBox1700,StnC
2、SCVictoria,BCCanadaV8W2Y22DoesNetworkingwithColleaguesMatterinEnhancingJobPerformance?Thepersonalnetworksofmanagershavereceivedwidespreadattentioninthemanagementliteratureinrecentyearsbecausethesenetworksrepresentaformofsocialcapitalforachievingvariousgoalsineconomicandsocialli
3、fe(Lin,2001).Havinganextensivenetworkisakeyelementtocareersuccess(Seibertetal.,2001).Otheradvantagesofhavinganextensivenetworkincludereceivingjoboffers(Granovetter,1995;Mouw,2002),gainingaccesstodecisionsinhigherauthority(Podolmy&Byron,1997),upwardmobility,andinformationexchang
4、e(Brass,1985).Intheentrepreneurshipliterature,thepersonalnetworkoftheentrepreneurisviewedasthemostimportantresourceoftheorganization(Johannisson,1990)asitisthroughthisnetworkthatthefirmacquiresthenecessaryscarceresourcesforitsgrowthandsurvival.Theabovebenefitsofpersonalnetworks
5、arebynomeanslimitedtotheWesternworld.InChinaandotherAsiansocieties,thesepersonalnetworksintheformofguanxirelationshipsalsoplayacriticalroleinthesuccessofindividualsandfirms.WhilethereexistimportantdifferencesbetweenguanxirelationshipsandWesterntypepersonalrelationships(Farhetal
6、.,1998),theyarealsosimilarinthatbothguanxiresearchandpersonalnetworkresearchtreattheirrespectiverelationshipsasasourceofsustainablecompetitiveadvantage(Tsang,1998;OstgaardandBirley,1994).ConsistentwiththefindingsoftheirWesterncounterpart,guanxistudieshavedemonstratedthatpersona
7、lrelationshipshavehelpedfirmsoperatinginChinaachievegreatersuccess(AbramsonandAi,1999;Luo,1997).Inspiteoftheseadvancesontheorganizational3impactofAsianpersonalnetworks,however,verylittleisknownastohowthesenetworksaffecttheindividualnetwork-holder(or‘ego’).Anexceptionhereisthest
8、udybyBian(1997)whofoundthatindividualsinurbanChinadobe
