Creating a climate for inter-organizational networking through people management

Abstract

The innovation output and competitiveness of firms increasingly rely on the ability to build and use inter-organizational networks. Previous studies on stimulating inter-organizational networking have largely ignored a critical factor: people management. Therefore, there is a need to identify people management practices that create a climate for inter-organizational networking. In this paper, we first analyze the literature for factors that affect networking behavior. Then, we proceed to identify the key people management practices we expect will affect these factors and will, thus, positively influence employee networking behavior. According to theory and research, the most effective people management practices for creating a climate conducive to inter-organizational networking are: (1) recruitment and selection; (2) training and development; (3) rewards and recognition; (4) supervisory support; (5) rules regarding knowledge disclosure; (6) time pressure; and (7) collaborative programs and projects. A system of mutually reinforcing people management practices will be more effective than the sum of single practices. Therefore, managers should adopt a coherent and consistent system of people management for inter-organizational networking.

Keywords:

• collaboration
• human resource management
• innovation
• knowledge sharing
• relationships

Acknowledgements

We acknowledge the useful comments of Jan de Wit and Geert Vissers during the development of this paper. We also like to thank the other colleagues of the MICORD (Managing Innovation, Outsourcing and Collaboration of Research & Development) research program for the critical and fruitful discussions on the subject of people management for inter-organizational networking.