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In this study we examine the structural logic underlying complex intraorganizational networks. Drawing on different propositions about structural regularities in networks and using a comparative case study, we empirically investigate the structural logic of collaborative networks for the strategic decision process in two German corporations. In both organizations, data were gathered on cooperative relationships between all managers belonging to the top two management levels. We model structural regularities at the dyadic and the extradyadic level by applying a class of multivariate exponential random graph models. Our findings contribute to the existing literature in three ways: (1) Although networks are particularly likely to exhibit some types of structural regularities (e.g., reciprocity and transitivity), there are other relational forms such as cycles that seem to be of limited relevance. (2) Structural regularities are not limited to a single type of relation but may comprise instrumental and affective relational ties simultaneously. (3) An organization's formal cooperation structure has surprisingly limited influence on the structural patterns of cooperation, whereas friendship ties are embedded in managers' regular interaction patterns in many different ways.

Research Summary: In this article, we examine to what extent a firm's propensity to acquire brokerage positions in its external knowledge networks is driven by its entrepreneurial orientation. Specifically, we compare the influence of a firm's overall entrepreneurial orientation (EO) to the effects that the individual EO dimensions (i.e., risk taking, proactivity, and innovativeness) have on brokerage. Using a case study design, survey data was gathered from a company cluster in the German photonics industry. Applying a class of exponential random graph models, our results suggest that a firm's overall level of EO does not affect its propensity to obtain a brokerage position. In contrast, brokerage is positively influenced by a firm's willingness to take business‐related risks, whereas a pronounced orientation toward innovation seems to reduce brokerage. Managerial Summary: While it has often been claimed that a pronounced orientation toward entrepreneurship helps firms succeed, the results of our study suggest that the individual dimensions of entrepreneurial orientation in fact differently influence the ability of firms to obtain brokerage positions in their external collaboration networks with partners. Specifically, obtaining brokerage positions seems to depend on the willingness of firms to take business‐related risks. In contrast to our theoretical considerations, we were unable to find empirical support for our assumption that proactivity would be a similarly important antecedent to network brokerage. Finally, firms should be careful with respect to an extensive orientation toward innovativeness, as they run the risk of neglecting the importance of an advantageous strategic position in their external networks.

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This study investigates the role of entrepreneurial attitudes for small and medium‐sized enterprise managers' tendency to create knowledge acquisition ties with managers of other organizations in the context of an institutionalized high‐tech cluster. We examine how innovation orientation, perceived personal control, need for achievement, and self‐esteem influence boundary‐spanning tie creation as a crucial facet of entrepreneurial behavior in the cluster context. Applying exponential random graph models to survey data collected in a German biotech cluster, we find that innovation orientation and perceived personal control positively affect managers' tendency to rely on interpersonal ties to gather knowledge. In contrast, need for achievement and self‐esteem are negatively related to knowledge tie creation.

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This paper investigates extrinsic motivation as a determinant of knowledge exchange among employees in sales teams. Applying a social network approach, we study different forms of knowledge‐exchange behaviors from the perspective of a focal employee and from the perspective of the dyad. From the focal employees' perspective, we disentangle knowledge seeking from knowledge providing, and argue that these two behaviors are affected differently by employees' extrinsic motivation. From the dyad perspective, we take similarity in motivation of tied‐to employees and reciprocity of exchange ties into account. To test our hypotheses, we apply exponential random graph models to data gathered from 138 employees in five different sales teams distributed across three companies in Central Europe. The results of our analysis from the focal employees' perspective show that extrinsically motivated employees generally engage in less knowledge exchange. The dyad perspective further highlights that sales employees proceed purposefully when they exchange knowledge with coworkers. For instance, two employees' relative levels of extrinsic motivation determine their willingness to engage in reciprocal knowledge exchange. We discuss the implications of our findings for research on the microfoundations of organizational knowledge management and draw conclusions concerning HRM practices used to foster extrinsic motivation, thereby affecting knowledge exchange.