Individuals' knowledge networks are widely considered to contribute substantially to the effectiveness and efficiency of organizations. While the positive effects of knowledge networks as a primary driver of social capital have recently received considerable research attention, potential determinants of individuals' network building have not yet been adequately addressed. In this study, we investigate how certain team-level properties affect team members' development of knowledge networks through the course of a team project. Using data from 430 team leaders and team members pertaining to 145 software development projects, we test cross-level hypotheses using hierarchical linear modeling (HLM). The results indicate that the team's perception of the organizational knowledgesharing climate, the team's networking preference, and the team's perceived importance of networking for project success positively affect individuals' network building. Furthermore, a team's perception of the adequacy of its technical competency and a team's perception of the adequacy of its material resources inhibit team members' individual network development. Theoretical and managerial implications are discussed.

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This paper compares and contrasts the current state of the art in the theory of quantity discounts with a field study of 39 firms. We start by categorizing and tabulating the literature pertaining to quantity discounts, and by summarizing the various studies and models according to their perspectives, assumptions, and characteristics. Next we describe current trends in industry with respect to the reasons why firms offer quantity discounts, the characteristics of discount schedules, and the effect of quantity discounts on the extent of centralized purchasing, number of suppliers, and just‐in‐time delivery. Finally, we identify a number of fruitful directions for future research.