The Effect of Employer Networks on Workplace Innovation and Training
Summary. Establishments whose managers participate in industry associations, civic organizations, and multi-unit firm networks adopt high-performance work practices and employee training programs more frequently and intensively than isolated firms. Managers embedded in multiple networks show the strongest commitment to work reorganization and training. Social ties between organizations drive organizational learning and innovation diffusion.
Cite this article
Erickson, C. L., & Jacoby, S. M.. (2003). The Effect of Employer Networks on Workplace Innovation and Training. Industrial and Labor Relations Review. https://doi.org/10.1177/001979390305600201
Erickson, Christopher L., and Sanford M. Jacoby. “The Effect of Employer Networks on Workplace Innovation and Training.” Industrial and Labor Relations Review, 2003. https://doi.org/10.1177/001979390305600201.
Erickson, Christopher L., and Sanford M. Jacoby. 2003. “The Effect of Employer Networks on Workplace Innovation and Training.” Industrial and Labor Relations Review. https://doi.org/10.1177/001979390305600201.
@article{erickson-2003-effect-employer-networks-workplace-innovation,
title = {The Effect of Employer Networks on Workplace Innovation and Training},
author = {Christopher L. Erickson and Sanford M. Jacoby},
journal = {Industrial and Labor Relations Review},
year = {2003},
doi = {10.1177/001979390305600201},
url = {https://doi.org/10.1177/001979390305600201}
}
TY - JOUR TI - The Effect of Employer Networks on Workplace Innovation and Training AU - Christopher L. Erickson AU - Sanford M. Jacoby JO - Industrial and Labor Relations Review PY - 2003 DO - 10.1177/001979390305600201 UR - https://doi.org/10.1177/001979390305600201 ER -
Details
- DOI
- 10.1177/001979390305600201
- Countries
- United States
- Regions
- North America
- Categories
- innovation-networks, innovation-theory, general-innovation
- Added
- 2026-04-28