Does where you stand depend on how you behave? Networking behavior as an alternative explanation for gender differences in network structure

Abstract

The purpose of this study is to gain insight into the relations between gender, networking behavior and network structure, in order to investigate the relevance of gender for organizational networks. Semi-structured interviews with 39 white, Dutch, women and men account managers were analyzed both qualitatively and quantitatively. Our study's results show that the men account managers employ exchange and affect-based trust networking and, to a lesser extent, authoritative networking, whereas the women account managers employ affect-based trust and also use exchange. Authoritative networking appears to foster higher status ties, exchange networking behavior fosters lower status ties and affect-based trust networking fosters equal status ties. Gender differences in network structure may be explained by networking behavior rather than by gender. Our study is limited by the size of our group of respondents (n = 39). A larger sample is needed to test hypotheses concerning the relations between networking behavior, network structure and gender in a more rigorous manner than our study allowed. However, our research material enabled us to test these relations in a sound, be it preliminary way. Our study suggests to focus less on gender as a demographic bivariate category to explain gender differences in network structures and outcomes. In so doing, organizational network research will gain more insight into how gender expectations are negotiated in networking. In organizational practice, this will support organization members to employ the diversity of networking behaviors necessary to generate optimal network structures and outcomes. While most organizational network research focuses on network structures, we introduce the relational process of fostering network relations as central to women's and men's networking behavior. Networking behavior may have greater explanatory power for differences in network structure, than gender as a demographic, bivariate variable.

Do women in science form more diverse research networks than men? An analysis of Spanish biomedical scientists

“…Also, the effect of collaboration patterns on research performance can be different for men and women, usually to the latter's disadvantage (e.g., stereotyping of women in male-dominated teams and fewer opportunities to benefit from structural holes) [29,36,37]. However, it has been shown, also, that women develop specific collaboration strategies to cope with the problems they experience [22,36,38]. Bozeman and Gaughan [34] found that women are involved in a higher number of research collaborations than men, while there is evidence, also, that women's networks are more egalitarian [39].…”

The relationship between networking behavior and promotability: The moderating effect of political skill

“…Another mediating mechanism of network structures might also explain why networking behaviors lead to career outcomes. Gremmen, Akkerman, and Benschop (2013) found that networking behaviors have explanatory power in network structures. It is possible that the more diverse or frequent the networking behaviors of an employee are, the more effective the network ties will be; thus, because of social capital embedded in network structures, the employee will be more likely to receive upward promotion.…”

“…More specifically, observers’ perception of actors’ networking behaviors can shape the observers’ related evaluations of the actors and, thus, can influence the effectiveness of the actors’ networking (Floyd, 2014). Empirical studies have shown that gender differences moderate the relationships between networking and individual outcomes (e.g., Forret & Dougherty, 2004; Gremmen, Akkerman, & Benschop, 2013; Macintosh & Krush, 2017). However, few studies have investigated other individual differences as moderators.…”

Women business owners’ start-up motivations and network content

“…However, women are often disadvantaged when compared to their male counterparts, as women frequently have unequal access to financial resources and opportunities needed to start a business (Stevenson, 2011). Women often do not have high-profile actors in their social networks, so they are less likely to have access to those in power (Gremmen, Akkerman, & Benschop, 2013). Generally, women-owned businesses perform at lower levels than businesses owned by men in relation to criteria such as sales, profit, employment and survival rates (Klapper & Parker, 2010;Krasniqi, 2010).…”