Effects of Leader Networking Behaviors and Vertical Faultlines on Support for Innovation

Leader networking behaviors for innovation (LNBI) is an important yet less studied topic in innovation research. This study investigates the behavioral cascading effect of LNBI on organizational support for innovation. Building on faultline theory and the demographic representativeness approach, we...

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Published inSmall group research Vol. 51; no. 5; pp. 616 - 650
Main Authors Chung, Yunhyung, Jiang, Yuan, Blasi, Joseph R., Kruse, Douglas L.
Format Journal Article
LanguageEnglish
Published Los Angeles, CA SAGE Publications 01.10.2020
SAGE PUBLICATIONS, INC
Subjects
Behavior
Innovations
Networking
Organization theory
Organizational research
Organizational support
Representativeness
Technology
Work units
Workforce
leader networking behavior
vertical faultlines
diversity
power
organizational support for innovation
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Abstract Leader networking behaviors for innovation (LNBI) is an important yet less studied topic in innovation research. This study investigates the behavioral cascading effect of LNBI on organizational support for innovation. Building on faultline theory and the demographic representativeness approach, we conceptualize vertical faultlines as demographic misalignment across job ranks, and hypothesize their moderating effects on the relationships between LNBI and organizational support for innovation. Results from a large, multi-source sample of 55 work units in a U.S. high-technology firm support the mediation model that senior leaders’ LNBI influences unit-level support for innovation through junior leaders’ LNBI. Moreover, the relationship between junior leaders’ LNBI and unit-level support for innovation was more pronounced in work units with weaker rather than stronger vertical faultlines between employees and junior leaders. Our findings highlight the importance of leader networking activities and structural configurations of workforce diversity in building organizational support for innovation.
AbstractList Leader networking behaviors for innovation (LNBI) is an important yet less studied topic in innovation research. This study investigates the behavioral cascading effect of LNBI on organizational support for innovation. Building on faultline theory and the demographic representativeness approach, we conceptualize vertical faultlines as demographic misalignment across job ranks, and hypothesize their moderating effects on the relationships between LNBI and organizational support for innovation. Results from a large, multi-source sample of 55 work units in a U.S. high-technology firm support the mediation model that senior leaders’ LNBI influences unit-level support for innovation through junior leaders’ LNBI. Moreover, the relationship between junior leaders’ LNBI and unit-level support for innovation was more pronounced in work units with weaker rather than stronger vertical faultlines between employees and junior leaders. Our findings highlight the importance of leader networking activities and structural configurations of workforce diversity in building organizational support for innovation.
Author Chung, Yunhyung
Blasi, Joseph R.
Jiang, Yuan
Kruse, Douglas L.
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Keywords leader networking behavior
vertical faultlines
diversity
power
organizational support for innovation
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Snippet Leader networking behaviors for innovation (LNBI) is an important yet less studied topic in innovation research. This study investigates the behavioral...
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StartPage 616
SubjectTerms Behavior
Innovations
Networking
Organization theory
Organizational research
Organizational support
Representativeness
Technology
Work units
Workforce
Title Effects of Leader Networking Behaviors and Vertical Faultlines on Support for Innovation
URI https://journals.sagepub.com/doi/full/10.1177/1046496420915243
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Volume 51
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