Creating a climate for inter-organizational networking through people management

The downside of transformational leadership when encouraging followers to network

“…Therefore, if leaders actively encourage their followers to engage in networking behavior, those followers are more likely to do so. For example, Jolink and Dankbaar (2010) argue that perceived supervisory support for networking increases inter-organizational networking by employees.…”

“…With minimal time and effort, followers can utilize the connections to get job-related work done, and use the time saved (which is a valuable COR resource) to accomplish other important tasks or to achieve work-life balance. Nurturing and developing connections requires time and effort (Jolink & Dankbaar, 2010), sometimes impinging on work-life balance (e.g., if it involves business dinners and out-of-office functions), and this can create job stress. If the benefits of networks can already be easily realized because of followers' association with their transformational leaders, then a COR resource such as time becomes more salient.…”

Influence of Organizational Characteristics on Success in Implementing Process Improvement Goals in Correctional Treatment Settings

“…37 Organizations in which employees face significant time pressures in performing their work may be less willing to invest the time in planned change efforts that require interagency collaboration. 74 Organizations with greater resources may also have advantages in building inter-organizational relationships, partly because they are better able to afford the time required for networking. 75 …”

“…74–76 In addition to supervisory support, agencies that empower workers through greater job autonomy may form and maintain more effective intra- and interagency relationships. 77–79 Other research has noted that organizations that are successful in implementing evidence-based practices have leaders who support implementation through workflow design and by conducting continuous monitoring, feedback, and reinforcement of implementation activities.…”

Correlates of Interorganizational Service Coordination in Community Corrections

“…Finally, organizational climate, or employees’ responses to the organizational environment, may be associated with the quality of interorganizational relationships. Indicators of organizational climate, such as employee job satisfaction and perceived job security, are linked to organizational capacity for interorganizational coordination (Jolink & Dankbaar, 2010; Smith & Mogro-Wilson, 2007; Wichinsky et al, 2012). …”