Managerial Social Networks and Innovation: A Meta‐Analysis of Bonding and Bridging Effects across Institutional Environments

Priscilla Sarai Kraft, Andreas Bausch · 2018 · Journal of Product Innovation Management

Summary. This meta-analysis of 88 studies across 26 countries examines how managerial social networks drive innovation. The research finds that institutional context determines which network type works best: cohesive networks boost innovation in weak institutions and collectivistic cultures, while diverse networks are more effective in strong institutions and individualistic cultures. Managers should align their network strategy to their institutional environment.

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Kraft, P. S., & Bausch, A.. (2018). Managerial Social Networks and Innovation: A Meta‐Analysis of Bonding and Bridging Effects across Institutional Environments. Journal of Product Innovation Management. https://doi.org/10.1111/jpim.12450

@article{kraft-2018-managerial-social-networks-innovation-meta,
  title   = {Managerial Social Networks and Innovation: A Meta‐Analysis of Bonding and Bridging Effects across Institutional Environments},
  author  = {Priscilla Sarai Kraft and Andreas Bausch},
  journal = {Journal of Product Innovation Management},
  year    = {2018},
  doi     = {10.1111/jpim.12450},
  url     = {https://doi.org/10.1111/jpim.12450}
}

TY  - JOUR
TI  - Managerial Social Networks and Innovation: A Meta‐Analysis of Bonding and Bridging Effects across Institutional Environments
AU  - Priscilla Sarai Kraft
AU  - Andreas Bausch
JO  - Journal of Product Innovation Management
PY  - 2018
DO  - 10.1111/jpim.12450
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Details

DOI: 10.1111/jpim.12450
Categories: innovation-networks, innovation-theory, policy, general-innovation
Added: 2026-04-28