Networking behaviors and career outcomes: differences for men and women?

By Monica L. Forret, Thomas W. Dougherty. 2004

685 citations recorded by the source corpus.

Subfields: Gender Studies, Organizational Behavior and Human Resource Management, Social Psychology

View Paper: https://www.semanticscholar.org/paper/74507d70793f7799fecf33c1807fb315d3e0b620

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In Gender Studies

In Organizational Behavior and Human Resource Management

In Social Psychology

Citations in the corpus

Rethinking graduate employability: the role of capital, individual attributes and context (2018, background): “Networking, a key component of social capital, positively impacts the flow of job information and thus the likelihood of securing employment (de Janasz and Forret 2007; Forret and Dougherty 2004).”
The relationship between networking behaviors and the Big Five personality dimensions (2012, background): “Studies show that networking is positively related to a host of vocational outcomes, for example, career success (Forret and Dougherty, 2004; Wolff and Moser, 2009), job search (Granovetter, 1973; Van Hoye et al.”
A Model of Third Parties' Morally Motivated Responses to Mistreatment in Organizations (2011, background): “Social ties refers to developing relationships with others who could potentially be depended on for help with a career or social related problem, attending and participating in social functions and developing friendships with senior managers (Forret & Dougherty, 2004).”
The Contaminating Effects of Building Instrumental Ties (2014, positive): “As a means of building and developing social relationships, networking behavior has been shown to positively affect objective and subjective career-related outcomes, including performance evaluation, compensation, and promotion (Forret and Dougherty, 2001, 2004; Wolff and Moser, 2009).”
Social capital and leadership development: Building stronger leadership through enhanced relational skills (2009, background): “In one regard, networking means developing and maintaining relationships with others who might assist one's career ( Forret and Dougherty, 2004”
Integrating leadership development and succession planning best practices (2007, background): “…Ragins and Cotton (1999) Networks Developing connections with other managers in different functions, workgroups, or geographic areas Dwyer (2003), Forret (2004), Kram and Isabell (1985), Ragins and Cotton (1999) Job assignments Providing stretch assignments in terms of job role, function, or…”
Learning The Art of Networking: A Critical Skill for Enhancing Social Capital and Career Success (2008, background): “Networking has been found to be related to career outcomes of managers such as promotions and salary progression (Forret & Dougherty, 2004; Gould & Penley, 1984; Luthans, Hodgetts, & Rosenkrantz, 1988; Michael & Yukl, 1993), as well as to more immediate benefits such as information and ideas,…”
Advances in Career Theory and Research: A Critical Review and Agenda for Future Exploration (2009, background): “…forms of guidance and support from developmental relationships in addition to mentoring (Higgins & Kram, 2001; Molloy, 2006), including networking both in and outside their organization (Arthur, Claman, & Defillippi, 1995; Forret & Dougherty, 2004; McCallum & Forret, 2009; Wolff & Moser, 2009).”
Idiosyncratic Deals and Voice Behavior (2015, background): “Networking behaviors refer to individuals’ activities aimed at building social capital, such as actively participating in social functions or developing friendships with senior managers (Forret & Dougherty, 2004).”