Networks, Diversity, and Productivity: The Social Capital of Corporate R&D Teams

By Ray E. Reagans, Ezra W. Zuckerman. 2001

1,727 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Sociology and Political Science, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/4e93640a376eb0bc0b9842bea070138a4aad7b44

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Citations in the corpus

Knowledge, Networks, and Knowledge Networks (2011, background): “Groups combining high internal density with more compositionally diverse members exhibit greater knowledge creation (Reagans & Zuckerman, 2001) and greater knowledge flows (Rulke & Galaskiewicz, 2000).”
Work group diversity. (2007, background): “…to extend social categorization (and similarity/attraction) analyses network analysis has attempted to capture relationships between group members in of the strength and nature of their ties, has proven useful in capturing the inﬂu-ence group members (Klein et al. 2004, Reagans Zuckerman 2001).”
Past, present, and potential future of team diversity research: From compositional diversity to emergent diversity (2016, background): “For example, Reagans and Zuckerman (2001) showed that the presence of communication ties cutting across demographic differences made teams more productive.”
Innovation in a global consulting firm: when the problem is too much diversity (2010, background): “…resonates with extant work, which posits that lower density in the network is likely to positively influence exposure to diverse information and, in turn, have a positive effect on innovation (Burt, 2004; Reagans and Zuckerman, 2001) and performance in general (Burt, 2004; Rodan and Galunic, 2004).”
Social Capital and Entrepreneurship (2005, neutral): “This portfolio can be divided into a dense local network of strong ties linked to weaker, indirect ties in the global network [72].”
Social Capital and Knowledge Integration in Digitally Enabled Teams (2008, background): “These networks exhibit structure (pattern of exchange) and intensity (frequency of exchange ) (Ahuja and Carley 1999, Sparrowe et al. 2001, Reagans and Zuckerman 2001, Rulke and Galaskiewicz 2000).”
The Diversity-Bandwidth Trade-off1 (2011, neutral): “While there is abundant evidence linking social structure to performance (e.g., Burt 1992, 2004, 2007; Reagans and Zuckerman 2001; Sparrowe et al. 2001; Cummings and Cross 2003; Cummings 2004; Aral et al. 2007a, 2007b), empirical data on information flowing through networked relationships is rarely…”
The importance of pro-social behaviour for the breadth and depth of knowledge transfer activities: an analysis of Italian academic scientists (2017, background): “In a similar vein, Reagans and Zuckerman (2001) show that the interactions among scientists with non-overlapping networks outside of their team improve innovation and creativity by enhancing access to diverse knowledge.”
Understanding Variation in Managers' Ambidexterity: Investigating Direct and Interaction Effects of Formal Structural and Personal Coordination Mechanisms (2009, background): “…other characteristics of managers' personal networks such as the level of heterogeneity, which may make the diffusion of strong norms and the creation of a dominant logic more difficult, even if the network is densely connected (Reagans & Zuckerman, 2001; Rodan & Galunic, 2004; Smith et al., 2005).”
The Two Faces of Control: Network Closure and Individual Performance among Knowledge Workers (2009, background): “Also, network closure among team members has been found to Closure and Performance 305/ASQ, June 2009 facilitate coordination and to have a positive effect on team performance (Reagans and Zuckerman, 2001; Oh, Chung, and Labianca, 2004; Reagans, Zuckerman, and McEvily, 2004).”
A Measure of Variations in Internal Social Capital among Family Firms (2011, positive): “…(Balkundi, Kilduff, Barsness, & Michael, 2007; Oh, Chung, & Labianca, 2004; Reagans, Zuckerman, & McEvily, 2004), diversity amongst work teams (Reagans & Zuckerman, 2001), compensation of 1209November, 2011 non-dedicated cross-functional teams (Wang & He, 2008), and entrepreneurial firm…”