Task Contingencies in the Curvilinear Relationships Between Intergroup Networks and Initiative Performance

Abstract

This study examines the effects of three dimensions of network relations on the intergroup level and the performance of strategic initiatives. Findings suggest inverted U-shaped relationships between performance and relational and structural dimensions of networks, and a linear, positive relationship for the cognitive dimension. In addition, exploration moderates relationships between performance and all three dimensions of intergroup networks. Negative consequences of “strong ties” and centrality are more pronounced in exploratory initiatives than in “exploitive” initiatives. Although exploratory groups appear to benefit less from increases in shared vision, shared vision is a positive influence on performance for both types of initiatives.