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The role of top management networks for market knowledge creation and sharing in China

  • Luo, Xueming
  • Hassan, Morsheda
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    Despite the paramount influence of top managers within a firm, extant literature has under-researched the specific role of top management in market knowledge development. Drawing on social networks theory, the authors conceptualize a linkage between top management networks (TMNs) and market knowledge management. Based on a sample of Chinese firms, the results show that networking embeddedness of TMNs promotes new knowledge creation, but too much networking embeddedness leads to diminished returns. In addition, networking disparity of TMNs has a negative influence on existing knowledge sharing, and technological turbulence seems to weaken this negative impact. The findings have some important implications for marketing research and for managers on how to obtain superior learning in Chinese Economy.

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    Article provided by Elsevier in its journal Journal of Business Research.

    Volume (Year): 62 (2009)
    Issue (Month): 10 (October)
    Pages: 1020-1026

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    Handle: RePEc:eee:jbrese:v:62:y:2009:i:10:p:1020-1026
    Contact details of provider: Web page: http://www.elsevier.com/locate/jbusres

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    1. Frenzen, Jonathan & Nakamoto, Kent, 1993. " Structure, Cooperation, and the Flow of Market Information," Journal of Consumer Research, University of Chicago Press, vol. 20(3), pages 360-75, December.
    2. Scott Shane & Daniel Cable, 2002. "Network Ties, Reputation, and the Financing of New Ventures," Management Science, INFORMS, vol. 48(3), pages 364-381, March.
    3. Brown, Jacqueline Johnson & Reingen, Peter H, 1987. " Social Ties and Word-of-Mouth Referral Behavior," Journal of Consumer Research, University of Chicago Press, vol. 14(3), pages 350-62, December.
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