The role of top management networks for market knowledge creation and sharing in China
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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- Frenzen, Jonathan & Nakamoto, Kent, 1993. " Structure, Cooperation, and the Flow of Market Information," Journal of Consumer Research, Oxford University Press, vol. 20(3), pages 360-75, December.
- Brown, Jacqueline Johnson & Reingen, Peter H, 1987. " Social Ties and Word-of-Mouth Referral Behavior," Journal of Consumer Research, Oxford University Press, vol. 14(3), pages 350-62, December.
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