Crafting networks: A self-training intervention

Abstract

Social networks are known to be critical for enhancing employees' work outcomes. However, we still know relatively less about how employees take charge of their networks to reap network, work, and career-related benefits and how we can intervene in this process. Based on the self-regulation theory and the networking literature, we developed and evaluated the effectiveness of a network crafting self-training intervention. In a quasi-experimental research design of 88 participants in the experimental group and 59 participants in the control group, our results revealed that, after the intervention, employees reported an increase in three trained network crafting actions (i.e., using existing contacts, establishing new contacts, and maintaining professional contacts). Those participating in the intervention reported higher levels of two career outcomes (i.e., career autonomy and perceived marketability). Moreover, we found that through the three trained network crafting actions, the intervention indirectly enhanced participants' network size and diversity as well as their work performance (e.g., task performance and problem-solving). Our study provides insights into a means to smartly shape one's social networks. Our intervention offers an effective management tool that employees and managers can use to guide individuals' network crafting actions and apply them in their daily work context.