Elizabeth W. Morrison

Despite evidence that entrepreneurial networks have important career benefits, little is known about how and why some mangers develop this type of network while others do not. An objective of this paper is to identify personal characteristics and behaviors that help to predict the type of networks that managers build. A second objective is to take a broader view of the outcomes associated with network structure than has been taken in prior research. Specifically, I look at the relationship between network structure and organizational commitment and extra-role behavior. I am proposing that cohesive, non-entrepreneurial networks may be most conducive for fostering these outcomes.