Received: 3 December 2020 Revised: 15 February 2021 Accepted: 16 March 2021

DOI: 10.1111/caim.12434

REGULAR ARTICLE

The social side of innovation: When and why advice network

centrality promotes innovative work behaviours

Nicola Cangialosi1 | Carlo Odoardi1 | Adalgisa Battistelli2 | Antonio Baldaccini3

1
Department of Education, Languages,
Interculture, Literature and Psychology Drawing from a social network perspective on innovation, this study aims to explore
(FORLILPSI), University of Florence, Florence,
the relationship between advice network centrality, and innovative work behaviour
Italy
2
Laboratory of Psychology EA4139, University by focusing on the mediating role of voice behaviour and the moderation of organiza-
of Bordeaux, Bordeaux Cedex, France tional tenure. Hypotheses were tested using a sample of 478 employees in an Italy-
3
CEO, Umbragroup S.p.A, Foligno, Italy
based aerospace organization. The results indicated that a central position in the
Correspondence advice network was positively associated with innovative work behaviour and that
Nicola Cangialosi, Sede Distaccata FORLILPSI,
voice behaviour mediated this relationship. Additionally, moderated mediation analy-
Università degli Studi di Firenze, Via di S. Salvi,
12, Florence 50135, Italy. sis highlighted that the path between advice network centrality and voice behaviour
Email: [email protected]
was stronger for individuals with shorter organizational tenure. These findings offer
guidance for organizations that aim to strengthen employee-driven innovation by
highlighting the importance of a social network approach. Several implications for
theory and practice are discussed.

KEYWORDS
advice network centrality, innovative work behaviour, organizational tenure, voice behaviour

1 | I N T RO DU CT I O N efforts in a fixed environment but rather the product of the continu-

ous interpersonal exchanges between employees and their social sur-
Innovation represents a crucial factor for the success and survival of rounding (e.g., Baer et al., 2015).
any kind of organization (N. Anderson et al., 2014). As business From this perspective, relations are at the core of individual
environments are getting increasingly dynamic, the ability to quickly innovation; in their work context, employees constantly share
adapt and re-modulate processes, products and services has become contents with their social surrounding, both receiving and providing
a key element for achieving organizational goals (Janssen & Van information; during this process, the elements of knowledge
Yperen, 2004). The innovative process originates from the ideas of collide and combine, bringing out new ideas and solutions (e.g.,
individuals; for this reason, organizations increasingly rely on their Perry-Smith & Shalley, 2003; C. Tang et al., 2014). Compared to
employees' innovative work behaviours to introduce new products/ traditional measures of social perception, the social network analysis
services, improve business processes and develop new working offers a closer perspective on the dynamics of workplace relations
methods (Potočnik & Anderson, 2016). when addressing the social side of innovation (Perry-Smith &
Innovative work behaviour (IWB) represents the intentional gen- Mannucci, 2017). Therefore, researchers have begun using this
eration and realization of new ideas within a role, group or organiza- methodology to examine employees' social networks as possible
tion aimed at benefitting the unit of adoption (Janssen, 2004). sources of the various resources needed for their innovative
Multiple theories emphasize the importance of social factors in behaviours (e.g., Burt, 2004).
enabling innovative behaviours (e.g., Amabile, 1983), and research evi- Based on these premises, the social perspective on innovation
dence has confirmed that innovation is not the domain of solitary has focused on explaining how employees' positions in their social

This is an open access article under the terms of the Creative Commons Attribution License, which permits use, distribution and reproduction in any medium,
provided the original work is properly cited.
© 2021 The Authors. Creativity and Innovation Management published by John Wiley & Sons Ltd.

336 wileyonlinelibrary.com/journal/caim Creat Innov Manag. 2021;30:336–347.

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CANGIALOSI ET AL. 337

networks affect their innovative behaviours (e.g., Perry-Smith & set up to explain the mechanism of voice behaviour in the relationship
Shalley, 2003). Even if some theoretical and empirical efforts have between advice network centrality and IWB.
linked different network positions to innovative-related constructs, Moreover, the majority of studies on advice networks and inno-
there are still remarkably few applications of the social network per- vation has not considered the interaction with contextual conditions,
spective to employees' innovation, and the existing literature is lacking such as organizational tenure. Organizational tenure is associated with
in several important respects (Mehra et al., 2006). greater work experience and thus to work-related knowledge. Consis-
First, the effects of specific types of networks on innovation are tent with human capital theory (Becker, 1962), tenure helps individ-
still not fully understood. Different types of networks simultaneously uals accrue domain-related knowledge; thus, long-tenured employees
coexist in the workplace, each one transmitting different content tend to find new and valuable information in their advice network.
(Brass et al., 2004). As recent reviews have pointed out, it is important Conversely, short-tenure less experienced employees are more likely
to focus on the specific content of exchanges as this can result in to draw useful resources from their position (Brimeyer et al., 2010).
different innovative outcomes (e.g., Perry-Smith & Mannucci, 2017). Overall, this study makes three contributions to social networks
In addressing this issue, the current paper centres on the organiza- and innovation literature. First, it extends the social perspective on
tional advice network, arguing that occupying a central position will individual innovation by suggesting that employees' advice network
hold benefits for IWB (Wong & Boh, 2014). Advice networks are centrality is related to their IWBs. This aims at providing further evi-
important channels for information in organizations; thus, advice net- dence for the limited findings on the relationship between network
work centrality confers advantages in terms of work-related knowl- positions and innovative behaviours (Baer et al., 2015). Second, draw-
edge (Burt, 2004). Besides, holding a central position in an advice ing on an agentic perspective, it introduces voice behaviour as a
network often translates to greater influence in the workplace mechanism explaining the relationship between a central position in
(e.g., Bono & Anderson, 2005). Hence, due to their social reach and the advice network and individual innovative behaviour. This helps to
prestige, central individuals can proficiently signal their ideas and clarify the way employees' advice network centrality affects their
consequently receive more support for their innovative efforts from innovative behaviours, especially for studies testing the intermediate
colleagues and supervisors. processes through which networks antecedents impact individual
Additionally, although network centrality has been associated innovation are still scarce (Baer et al., 2015). Finally, by examining the
with innovative-related constructs (e.g., Ibarra, 1993), existing litera- joint relationship of network centrality and organizational tenure on
ture has examined chiefly their direct relationship, paying little atten- voice behaviour and, in turn, on IWB, it also highlights the importance
tion to how network positions influence employees' attitudes, beliefs of contextual boundary conditions for the outcomes of network
and behaviours that precede their innovative efforts (Baer centrality.
et al., 2015). There are a few exceptions (Grosser et al., 2017; G. Tang
et al., 2017), but these studies did not consider central positions as an
antecedent (e.g., individual structural holes and alter-centric perspec- 2 | THEORY AND HYPOTHESES
tive). This is partly because implicit in the social network perspective
of innovation is the idea that advantaged social positions will directly 2.1 | Advice network centrality and innovative
offer the resources for innovation. However, recent findings seem to work behaviour
question this assumption and underline the importance of individual
agency (Tasselli & Kilduff, 2021; Wong & Boh, 2014), as in order to The fundamental assumption of research on social networks is that
successfully innovate employees must take purposeful actions the pattern of relationships between employees can explain their
to appropriate the resources offered by their network position behaviours and attitudes, because the nature of their social interac-
(Emirbayer & Goodwin, 1994). tion creates specific conditions for obtaining access to key organiza-
The social exchange theory suggests that voice behaviours can be tional resources that influences results at the individual level
used as a means to regulate the flow of resources with others and act (e.g., Brass et al., 2004). Scholars often distinguish between networks
upon them (Ng & Feldman, 2012). Voice behaviours concern the upon their specific content of ties or the type of sources exchanged in
expression of stimulating and constructive ideas for the organization, the relationship (Brass & Borgatti, 2019). Several different kinds of
though employees can be reluctant to express their opinions if the networks are present in organizations at any given time, among others
suggested changes are ignored or not adopted. In organizational con- advice networks, trust networks, hindrance networks and friend
texts, ideas are successfully implemented based on the consensus networks (Sparrowe et al., 2001).
they attract and the social influence of those who propose them Advice networks are defined as ‘the relations through which indi-
(Brass, 2018). As a result, employees with a high centrality will be viduals share resources such as information, assistance, and guidance
more willing to give voice to their ideas by perceiving them as more that are related to the completion of their work’ (Sparrowe
listened to and feasible, in turn, by making suggestions to encourage et al., 2001, p. 7). Through advice networks employees efficiently
positive changes central employees gain new opportunities to acquire share unique work-related features, delivering and receiving informa-
additional salient information that can be utilized for their innovative tion regarding their tasks and shaping their social influence on work-
ideas. Consequently, drawing upon this perspective, the present study related issues (Ibarra, 1993). The number of ties between a member
 14678691, 2021, 2, Downloaded from https://onlinelibrary.wiley.com/doi/10.1111/caim.12434 by Nat Prov Indonesia, Wiley Online Library on [25/08/2023]. See the Terms and Conditions (https://onlinelibrary.wiley.com/terms-and-conditions) on Wiley Online Library for rules of use; OA articles are governed by the applicable Creative Commons License
338 CANGIALOSI ET AL.

and all others reflects his centrality within a given network (Sparrowe aforementioned rationale, this study posits that holding a central posi-
et al., 2001). Theory and research emphasize that central positions tion in the advice network will be associated with IWB.
tend to provide better access to information and other supplies
enhancing the likelihood of performing innovative behaviours Hypothesis 1. Advice network centrality is positively related to inno-
(Erdogan et al., 2020). There are several different approaches for vative work behaviour.
understanding network centrality; one is in-degree centrality. This
measure is widely relevant in organizational research and
indicates an individual's level of activity, popularity or prominence 2.2 | The mediating role of voice behaviour
(e.g., Burkhardt & Brass, 1990). Individuals with higher advice in-
degree centrality are sought after for advice and information (Erdogan Central positions in the advice network provide individuals with tangi-
et al., 2020) and enjoy greater informal influence due to their social ble and intangible resources and psychological safety needed for inno-
reach and prestige (e.g., Brass, 2018). On the theoretical ground, there vation (Gulati & Srivastava, 2014). However, the realization of new
are two main reasons why centrally positioned individuals in the and useful ideas also necessitates proactively engaging in promotion
advice network are likely to achieve successful innovations. attempts and social influence efforts, as successful innovation
First, from an information exchange perspective, innovation is requires convincing key actors and assembling supporters (Kim, 2019;
fostered by expertise on the job (Amabile, 1983). Central employees Messmann & Mulder, 2012). Implicit in these arguments is the notion
have access to important organizational knowledge and task mastery that resource access and mobilization lead to innovative results
because advice networks channel valuable work-related contents through strategic individual actions. Thus, this study proposes that an
(Morrison, 2014). When people are sought after for advice, they have agentic mechanism connecting the effects of centrality on IWB, voice
the opportunity for unique insights into different aspects of the orga- behaviour.
nizational network (Zagenczyk & Murrell, 2009). Thus, a central posi- Voice behaviour represents constructive change-oriented com-
tion in the advice network exposes employees to a bigger number and munication intended to improve the situation (LePine & Van
a wider array of professional information (about tasks, practices Dyne, 1998). Voice behaviours include proposing constructive sugges-
and technologies) that they can combine to generate and implement tions to improve working operations and complete the organizational
new ideas in their work context (C. Tang et al., 2020; C. Tang & objectives and expressing concerns regarding matters that may have a
Ye, 2015). negative impact on the organization's growth (Hammond et al., 2019).
Second, from a psychological safety perspective, innovation is A preliminary condition for voice behaviour is the employees' aware-
conceptualized as a risky endeavour that habitually faces substantial ness of a problem or opportunity that might be important to convey
resistance from others (e.g., Kessel et al., 2012). Novel ideas can fail or (Morrison, 2014). Central employees in the network of advice, thus,
be perceived as a threat; for this reason, employees tend to be more are more likely to speak up, having more opportunity to be informed
innovative when perceiving a safe interpersonal atmosphere (N.R. of the different parts of the work processes and different types of
Anderson & West, 1998; Cangialosi, Odoardi, & Battistelli, 2020a). work issues. Moreover, a core premise throughout the voice literature
Holding a central position in an advice network is associated with a is that a prosocial attitude is in nature the underlying motivation for
greater influence in the workplace (Bono & Anderson, 2005). Central voice (Grant & Ashford, 2008). Social exchange theory predicts that
individuals are likely to be seen as having higher status (Ibarra, 1993), the more employees are central in the social network, the more
and this results in perceptions of freedom and power, which often prosocial in general they are likely to perform to maintain their advan-
translate in increased confidence and personal discretion needed for tageous social position. Consequently, a central actor is likely to speak
calculated risk-taking (Schulte et al., 2012). Hence, due to their social up motivated by wanting to bring about a positive change for the
reach and prestige, central individuals can proficiently signal their organization.
ideas and consequently receive more support from their colleagues Some social network research provides evidence supporting this
and supervisors. Perry-Smith and Shalley (2003) proposed that perspective. For example, based on the assumption that central
employees with high centrality are likely to feel more comfortable employees possess knowledge and information that provides them
taking informed risks. As more people would go to them for advice, with real expertise, Settoon and Mossholder (2002) found that
central individuals would enhance their perception of psychological employees with greater centrality in communication and advice net-
safety and consequently stimulating their IWB (Bonacich, 1987). works demonstrated higher levels of citizenship behaviour. Similarly,
Empirical evidence has also partially confirmed that centrality is Bowler et al. (2009) highlighted a positive and linear relationship
associated with innovative related constructs. For example, studies between communication network centrality and citizenship behaviour.
have shown central individuals to endure in managerial innovativeness Additionally, Venkataramani et al. (2016) found that employees who
(Wong & Boh, 2014), influence the use of new consumer products hold central positions are more likely to speak up with ideas and
(e.g., Baumgarten, 1975), adopt innovations (Burkhardt & suggestions.
Brass, 1990), affect innovation implementation in an advertising For Ng and Feldman (2012), voice behaviour is instrumental in
agency (Ibarra, 1993) and influence the introduction of a new service- gaining various resources conducive to innovation at the individual
quality initiative in a bank (Lam & Schaubroeck, 2000). Based on the level. This is for the reason that voice behaviours provide
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CANGIALOSI ET AL. 339

opportunities for the speaker to acquire additional information, which holding a central position in the advice network for longer-tenured
is an important factor that influences the innovative process. In the employees can offer only more of the same types of work-related
process of speaking up, employees often instigate discussions on spe- knowledge, which will result in less reason to speak up (Madjar
cific work-related issues. Thus, by speaking up, one can gain access to et al., 2002).
a variety of perspectives present in the network further facilitating Accordingly, this study argues that the strength of the association
the innovative process (Song et al., 2017). Moreover, voice behaviour between advice network centrality and voice behaviour will be greater
is a prosocial endeavour; when speaking up suggestions, employees in short-tenured employees. Moreover, taken together, these hypoth-
signal their efforts to constructive change for the organization or for eses suggest a first-stage moderated mediation model, as shown in
one or more stakeholders. Employees actively exhibiting voice behav- Figure 1.
iour obtain positive feedback from the supervisors or colleagues,
including appreciation and respect thus more support for their ideas Hypothesis 3. Organizational tenure moderates the relationship
(Fuller et al., 2007). between advice network centrality and voice behaviour such
For this reason, this study posits that voice behaviour may serve that the association is stronger when organizational tenure is
as an active mechanism to acquire extra information (Katila & short.
Ahuja, 2002) and garner support from others (Dutton et al., 2001)
existing in one's advice network, thus connecting their centrality with Hypothesis 4. Organizational tenure moderates the relationship of
IWB. advice network centrality on innovative work behaviour such
that the indirect effect through voice behaviour is stronger
Hypothesis 2. The relationship between advice network centrality when organizational tenure is short.
and innovative work behaviour is mediated by voice behaviour.

2.3 | The moderating effect of organizational 3 | METHOD

tenure
3.1 | Research setting and participants
Organizational tenure indicates the length of employment one holds
in an organization (Liu et al., 2016). Employees who have different This study was carried out in a company belonging to the aerospace
organizational tenure tend to differ from each other in psychological sector based in central Italy. The whole firm's population was invited
characteristics, cognitive level, experience and career strategies (Ng & to complete the survey (N = 612); 478 questionnaires were returned
Feldman, 2013). Mowday et al. (1982) speculated that diverse experi- fully answered (response rate = 78.2%). Respondents' mean tenure
ences may affect work-life at various stages; in the early years of was 14.8 years (SD = 8.9), and age was 43.1 years (SD = 9.4) on aver-
employment, factors such as relations with supervision and with co- age. The gender composition of the sample was 25 females (6%) and
workers are more important than at later stages. Thus, time over the 453 males (94%). The sample consisted of 285 technical workers
organizational life course can expand or diminish the importance of (58.8%), 117 office workers (24.4%), 48 middle managers (10.4%) and
certain workplace conditions. Accordingly, this study argues that the 28 managers (6.4%). Finally, the employees' education level was as
strength of the association of advice network centrality with voice follows: 76 (16.3%) master's degree, 347 (71.7%) high school diploma
behaviour could vary depending on the length of organizational and 55 (12%) secondary school diploma. To minimize the usual risk of
employment, more specifically, positing that the relationship will be desirability bias, respondents were guaranteed full confidentiality and
stronger at short, and conversely weaker at long, tenure. requested to answer the questions as truthfully as possible (Podsakoff
The Human Capital Theory (Becker, 1962) offers insight into why et al., 2003).
the relations under study may be expected to be less strong for highly
tenured employees. This theory argues that with increasing tenure,
employees accumulate more specific task-related knowledge and 3.2 | Measures
skills, causing behaviour to be more dependent on consolidated rou-
tines and less on new exchanges (Hunter & Thatcher, 2007). Organi- 3.2.1 | Advice network centrality
zational tenure increases employees' familiarity with daily work
allowing a deeper understanding of their work environment and tasks Advice network centrality was assessed using standard network sur-
(Clark et al., 1996). vey techniques (e.g., Wasserman & Faust, 1994). Specifically, partici-
However, research shows that job knowledge increases at a fast pants were asked to make an inventory of all co-workers usually
rate early in organizational tenure and then starts to asymptote as one contacted for work-related advice, by answering the question ‘list the
acquires experience (Bal et al., 2013). Subsequently, gains in work- names of all employees in the organization you frequently go to for
related knowledge become smaller and harder to realize when one job-related advice’ (Erdogan et al., 2020). Subsequently, in-degree
already has substantial job experience (Sturman, 2003). As such, centrality was operationalized as the total number of employees who
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340 CANGIALOSI ET AL.

FIGURE 1 Conceptual model

named the focal person as their source of advice using UCINET 6.347 3.2.5 | Control variables
(Borgatti et al., 2002). In-degree centrality was chosen in line with
recent studies on networks as it directly reflects the extent to which a Previous studies have shown that age and education can be correlated
certain person in a network is listed by others (e.g., Mehra with IWB (e.g., Zhang & Bartol, 2010). Therefore, those variables were
et al., 2006; Venkataramani & Tangirala, 2010). included as controls. Affective commitment may influence one's inno-
vativeness by increasing one's familiarity with the organizational cul-
ture and goals, which is important both for gaining support and
3.2.2 | Voice behaviour implementing new ideas (Obstfeld, 2005). Work-based learning, on
the other hand, can promote individual innovativeness by affecting
Voice behaviour was measured with LePine and Van Dyne's five-item one's depth of work-related understanding, which is important for
scale (1998). Workers assessed their voice behaviour by applying a generating insightful ideas (Cangialosi, Odoardi, & Battistelli, 2020b).
frequency scale ranging from (1) never to (5) always. Items included Thus, employees' affective commitment and work-based learning
the following: (1) ‘I develop and make recommendations concerning were controlled using the Meyer et al. (1993) and Nikolova
issues that affect the organization’; (2) ‘I speak up and encourage et al. (2014) scales, respectively. Both scales have been previously
others to get involved in issues that affect the workplace’; (3) ‘I com- translated and adopted in several studies in the Italian language
municate my opinions about work issues to others even if my opinion (e.g., Battistelli et al., 2019). A sample item was ‘I really feel as if this
is different and others disagree with me’; (4) ‘I get involved in issues organization's problems are my own’ for affective commitment and
that affect the quality of work life here’; and (5) ‘I speak up with ideas ‘In my work I am given the opportunity to contemplate about differ-
for new projects or changes in procedures’. ent work methods’ for work-based learning.

3.2.3 | Innovative work behaviour 4 | RE SU LT S

In line with recent networks analysis-based studies on innovation 4.1 | Preliminary analyses
(e.g., Grosser et al., 2017), respondents were requested to indicate
with whom they had interacted regularly over the past 6 months and Table 1 contains the means, standard deviations, bivariate correlations
subsequently to evaluate the IWB of those co-workers. Employees and Cronbach's alpha of the study's variables. Internal consistency
were asked to rate each indicated co-worker on a 5-point scale, rang- analysis of the variables was further investigated complementing
ing from (1) never innovative to (5) always innovative, in response to Cronbach's alpha with McDonald's omega statistic. Coefficients
the following: ‘Innovative employees have the ability to effectively omega exhibited consistent results to Cronbach's alpha reliability:
generate and implement novel ideas in the workplace. Please rate excellent reliability for voice behaviour (ω = 0.944) and affective com-
how innovative you believe each of your co-workers is’ (Grosser mitment (ω = 0.954), satisfactory to good reliability for work-based
et al., 2017). learning (ω = 0.845).
IWB was rated by co-workers which introduces the possibility of
non-independence due to common raters (Bliese, 2000). The mean
3.2.4 | Organizational tenure rating provided by each employee's set of co-workers was
operationalized as IWB. On average, each employee was rated by
Organizational tenure was assessed with the number of years an 7.68 co-workers (SD = 7.09). The degree of consistency and consen-
employee had worked for the organization (e.g., Ng & Feldman, 2013). sus among multiple judges rating each employee's innovativeness was
This information, along with other demographic data (age and educa- assessed by measuring inter-rater reliability (ICC1, ICC2) and inter-
tion), was obtained from the host organization's department of human rater agreement (rwg). Results indicated acceptable levels of reliability
resources. and agreement (ICC1 = .12; ICC2 = .82; Mean rwg = .71), implying
 14678691, 2021, 2, Downloaded from https://onlinelibrary.wiley.com/doi/10.1111/caim.12434 by Nat Prov Indonesia, Wiley Online Library on [25/08/2023]. See the Terms and Conditions (https://onlinelibrary.wiley.com/terms-and-conditions) on Wiley Online Library for rules of use; OA articles are governed by the applicable Creative Commons License
CANGIALOSI ET AL. 341

that averaging multiple innovation ratings to a single innovation score and work-based learning. All dependent variables were hierarchically
for each employee was appropriate (Bliese, 2000). entered into the OLS regression model. The standardized coefficients
for testing main effects are presented in Table 2.
Hypothesis 1 stated that advice network centrality was positively
4.2 | Hypothesis testing related to IWB. Results show that this relationship is positive and sig-
nificant (Model 2: β = .24, t = 5.311, p < .01), thus supporting
The ordinary least square (OLS) regression models were used to test Hypothesis 1.
the hypotheses. In-degree centrality was treated as the independent Hypothesis 2 posited that voice behaviour mediated the relation-
variable while controlling for age, education, affective commitment ship between advice network centrality and IWB. The unconditional

TABLE 1 Descriptive statistics and bivariate correlations

M SD 1 2 3 4 5 6 7
1. IWB 3.71 .78
2. ANC 7.82 .7.13 .23**
3. VB 3.44 .75 .27** .29** (.91)
4. OT 14.86 8.94
.05 .23** .19**
5. Age 43.12 9.41
.09* .07 .02 .62**
6. Education 3.04 .54
.03
.04
.06 .01 .04
7. AC 4.25 .63
.08
.06
.04 .01
.01
.09* (.92)
8. WBL 4.07 .63
.05
.01
.07
.01
.05
.03 .67** (.84)

Note: N = 478. Education was coded 1 = elementary school diploma, 2 = high-school diploma, 3 = bachelor's degree, 4 = master's degree.
Abbreviations: AC, affective commitment; ANC, advice network centrality; IWB, innovative work behaviour; OT, organizational tenure; VB, voice
behaviour; WBL, work-based learning.
*p < .05. **p < .01.

TABLE 2 Results of regression

Criterion variables
analysis
Innovative work behaviour Voice behaviour

Predictor variables Model 1 Model 2 Model 3 Model 4 Model 5 Model 6

Control variables
Age
.09*
.11*
.11*
.01
.11*
.11*
Education
.04
.02
.02
.03
.02
.03
AC
.08
.06
.06 .02 .01 .02
WBL
.01
.02
.01
09
.09
.09
Independent variable
ANC .24** .17** .29** .25** .29**
Mediator variable
VB .21**
Moderator variable
OT .21** .22**
Interaction
OT X ANC
.14**
R-square .02 .07 .11 .09 .12 .14
ΔR-square .05 .04 .03 .02

Note: N = 478. Education was coded 1 = elementary school diploma, 2 = high-school diploma,
3 = bachelor's degree, 4 = master's degree.
Abbreviations: AC, affective commitment; ANC, advice network centrality; OT, organizational tenure; VB,
voice behaviour; WBL, work-based learning.
*p < .05. **p < .01.
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342 CANGIALOSI ET AL.

indirect effect of advice network centrality on IWB through voice 5 | DI SCU SSION
behaviour was tested employing Preacher and Hayes bootstrapping
methodology (2004; 2007). Bias-corrected bootstrap results based on 5.1 | Theoretical implication
5000 resamples indicated a significant unconditional indirect effect of
advice network centrality on IWB through voice behaviour (.06; 95% This study offers some important insights into the employee innova-
CI = [.015, .034]). However, also, the direct effect was found signifi- tive work behaviour literature beyond that of past research. First, at a
cant (.02; 95% CI = [.009, .028]) suggesting a partial mediation effect. general level, it emphasizes the importance of a social perspective for
Therefore, Hypothesis 2 was supported. individual innovation. This viewpoint has been relatively unexplored
Hypothesis 3 stated that organizational tenure moderated the as previous research on IWB has predominantly focused on individual
relationship between advice network centrality and voice behaviour. (e.g., motivation, personality and psychological factors) and contextual
The interaction coefficient is positive and significant in the regression antecedents (e.g., leadership, climate and work characteristics).
model (Model 6: β = .14, t =
3.244, p < .01). To further clarify the More specifically, results showed the direct association of advice
moderating effect of organizational tenure, following Dawson's (2014) network centrality and IWB. This outcome underlines the fact that
recommendations, the interaction was plotted using simple slopes one individual innovation is not an isolated behaviour, driven solely by
standard deviation below and above the mean (Figure 2). A simple individual attributes, but rather a phenomenon deeply embedded in
slopes test indicated that the positive relationship between advice the interconnected organizational fabric. By doing so, this investiga-
network centrality and voice behaviour is stronger when levels of tion joins a growing body of research that elucidates the role of spe-
organizational tenure are low (
1 SD; β = .05, p < .01) than high (+1 cific social network positions in influencing individual behaviours
SD; β = .01, p < .05). Therefore, Hypothesis 3 was supported.  szegi, 2015; C. Tang et al., 2020). Some authors
(e.g., Carnabuci & Dio
Finally, Hypothesis 4 implied a moderated mediation, thus have previously theorized and examined the relationship between
suggesting that advice network centrality is associated with IWB via network centrality measures and innovation related constructs
voice behaviour, with this mediation being moderated by organiza- (e.g., Erdogan et al., 2020; Perry-Smith & Shalley, 2003); nevertheless,
tional tenure. Consequently, a moderated mediation model was tested prior studies on the matter have been quite scarce, hence giving only
using a bootstrapped model of conditional indirect effects (Preacher limited support to confirm this relationship (Baer et al., 2015). There-
et al., 2007). Results based on 5000 resamples are displayed in fore, this study offers further evidence that individuals with a central
Table 3 and suggest that the indirect effect of advice network central- position in the organizational advice network are more likely to suc-
ity on IWB through voice behaviour is stronger under shorter (.012; cessfully perform individual innovations.
95% CI = [.005, .018],
1 SD) rather than longer organizational tenure Second, the current research empirically examined the role of voice
(.003; 95% CI = [.001, .016], +1 SD). Finally, the index of moderated behaviour in mediating the relationship between advice network cen-
mediation was calculated to assess the statistical significance of the trality and IWB. The results indicated that voice behaviour mediates
moderated mediation effect following Hayes' recommendations the relationship between advice network centrality and IWB. Conse-
(2015). The coefficient was
.0004 and bias-corrected bootstrap quently, this study specified a mechanism through which social net-
results based on 5,000 resamples implying a significant effect: 95% CI works can influence innovative behaviours, contributing to a more
[
.0008,
.0001]. These analyses, therefore, lend support for comprehensive understanding of how advice network position pro-
Hypothesis 4, suggesting the existence of an overall moderated medi- motes individual innovation. This result is important as, opposed to
ation model. prior research that focuses on motivation to act or ability to act
(Wong & Boh, 2014), it highlights an agency driven process by which
individual behaviours are not mere results of individuals' social position
but rather results of active strategies aimed at signalling others to maxi-
mize advantages through sets of social connections. This is in line with
an emerging body of literature (e.g., Brass & Borgatti, 2019) assuming
that actions matter in realizing potential resources in social networks
for innovation as ‘position reveals the potential for action, but potential
can be used or not used in a variety of ways’ (Stevenson &
Greenberg, 2000, p. 653).
Another key contribution of this study relates to the examination
of organizational tenure as a moderator of the influence of advice net-
work centrality and voice behaviour. The present work tested the
interaction of organizational tenure and advice network centrality on
voice. The results showed that advice network centrality has a stron-
ger effect on voice behaviour when organizational tenure is low and
F I G U R E 2 Organizational tenure moderates the relationship that this affects the indirect effect on IWB in a similar manner.
between advice network centrality and innovative work behaviour Although contextual factors are expected to be important boundaries
 14678691, 2021, 2, Downloaded from https://onlinelibrary.wiley.com/doi/10.1111/caim.12434 by Nat Prov Indonesia, Wiley Online Library on [25/08/2023]. See the Terms and Conditions (https://onlinelibrary.wiley.com/terms-and-conditions) on Wiley Online Library for rules of use; OA articles are governed by the applicable Creative Commons License
CANGIALOSI ET AL. 343

T A B L E 3 Moderated mediation
Variable Level Conditional indirect effect Lower 2.5% Upper 2.5%
results for voice behaviour across levels
of organizational tenure ANC ! VB ! IWB Low OT fit .012 .005 .018
High OT fit .003 .001 .006

Note: N = 478.
Abbreviations: ANC, advice network centrality; IWB, innovative work behaviour; OT, organizational
tenure; VB, voice behaviour.

for this relationship, only a few studies have provided empirical evi- highlighted that people often fail to identify their position in the social
dence for this argument (Liu et al., 2016). The results highlighted that network (Janicik & Larrick, 2005) and that they find it hard to map
organizational tenure served as a substitute for the positive relation- and manipulate the structure of their network (Marineau et al., 2018).
ship between advice network centrality and voice behaviour. That is Thus, it is important to counter this issue with specialized training and
to say that both advice network centrality and organizational tenure activities. Studies have shown that specific network-oriented
had positive relationships with voice behaviour; however, neither training activities can help employees developing a deeper under-
adds value beyond the other, pointing at an antagonistic interaction standing of their position in their social network (Burt &
where longer organizational tenure acts to neutralize the effect of a Ronchi, 2007).
central position in the advice network on the voice and innovation. Second, because voice behaviours resulted in mediating the
This result emphasizes that network resources activate voice effect of network centrality and individual innovation, managers
behaviour more in individuals with shorter organizational tenure. For should encourage voice as a means to obtain more innovative behav-
the reason that long-tenured employees are more satisfied with the iours. In order to enhance the innovative performance of their
status quo especially when they occupy more central positions thus employees, organizations need to develop a keen understanding not
less inclined to adopt risky voice behaviours (Bergh, 2001). In their only of their social networks but also of their employees' voice behav-
early tenure, central employees may voice their ideas to achieve social iours. This can be done by integrating voice behaviours into the
recognition and for signalling the attainment of organizational stan- performance-appraising system, thus motivating employees to speak
dards (Woods et al., 2018). However, over time, central employees, up to achieve higher performance evaluations (Hung et al., 2012).
having been accustomed to the workplace norms and procedures, Organizational climate is another possible incentive, as it can offer sig-
may be more inclined to conform and comply and less likely to speak nals that speaking up is socially accepted and appreciated. Moreover,
up their ideas. This progression is also consistent with models that managers can stimulate employees to voice by adopting specific lead-
differentiate job stages in transitional and maintenance (shorter ership behaviours; for instance, ethical, servant and authentic leader-
and longer tenure, respectively; e.g., Zyphur et al., 2008). Previous ship have been associated with an open communication atmosphere
studies (Venkataramani et al., 2016) advanced that holding central facilitating employees' voice (Chen & Hou, 2016).
positions is a key element for employees to speak up with ideas and Finally, this study indicates that the effect of advice network cen-
suggestions. The presented findings supplement the existing trality on voice behaviour and in turn on innovative work behaviour is
knowledge by adding an antagonistic factor that decreases the stronger with short-tenured employees. This result shows the appro-
strength of the association between advice network centrality and priate length of tenure in exerting maximum gain resources from one's
voice behaviour. position in the social network for promoting voice and consequently
innovation. Thus, advising managers and employees that the first
years at work is when one can profit the most from the network posi-
5.2 | Practical implications tion in terms of resources and status for voice and innovation. Con-
versely, as results have shown that the effects of network centrality
The present study bears several implications for managers and practi- on employees' voice behaviours decrease over the years, managers
tioners. First, as advice-receiving can be directly related to employees' should encourage employees with long organizational tenure to speak
innovation, managers need to pay attention to informal networks in up their innovative ideas.
their organizations, particularly advice networks. Finding which Despite its theoretical and practical implications, this study also
employees are central to the advice network can be particularly suffers from some limitations. First, its cross-sectional research design,
important as this allows the identification of the key individuals for thus, it is not possible to draw any causal inference. Moreover, in prin-
the innovation process. This will help management to provide them ciple, the presented process could be reversed; future researchers
with additional support to facilitate their innovative endeavours. At should examine this prospect, analysing the causal relations via alter-
the same time, employees seeking to improve their innovative perfor- native longitudinal designs.
mance need to focus on developing awareness of their advice net- Second, the measure adopted to assess employees' innovative
work position, because obtaining a central position is key to gaining behaviour did not account for different dimensions of idea generation
the resources and support to successfully innovate. Past research has and implementation. Although the unidimensional construct approach
 14678691, 2021, 2, Downloaded from https://onlinelibrary.wiley.com/doi/10.1111/caim.12434 by Nat Prov Indonesia, Wiley Online Library on [25/08/2023]. See the Terms and Conditions (https://onlinelibrary.wiley.com/terms-and-conditions) on Wiley Online Library for rules of use; OA articles are governed by the applicable Creative Commons License
344 CANGIALOSI ET AL.

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Nicola Cangialosi is a Research Fellow at the FORLILPSI Depart-
networks and the performance of individuals and groups. Academy of
ment, University of Florence, Italy. He is a work and organizational
Management Journal, 44(2), 316–325. https://doi.org/10.5465/
3069458 psychologist (PhD), and his academic interests involve Organiza-
Stevenson, W. B., & Greenberg, D. (2000). Agency and social networks: tional Psychology, Management, Behavioural Science and
Strategies of action in a social structure of position, opposition, and Psychometrics.
opportunity. Administrative Science Quarterly, 45(4), 651–678. https://
doi.org/10.2307/2667015 Carlo Odoardi is an Associate Professor of Work and Organiza-
Sturman, M. C. (2003). Searching for the inverted U-shaped relationship
tional Psychology at the University of Florence. After his PhD in
between time and performance: Meta-analyses of the
experience/performance, tenure/performance, and age/performance
industrial psychology at the University of Bologna (Italy), he spent
relationships. Journal of Management, 29(5), 609–640. https://doi.org/ 15 years working in the human resource management area of
10.1016/S0149-2063(03)00028-X public and private sectors. His research interests involve organiza-
Tang, C., Shang, J., Naumann, S. E., & von Zedtwitz, M. (2014). How team tional change and innovation, entrepreneurship processes at
identification and expertise identification affect R & D employees' cre-
work, training systems, work motivation and career orientation.
ativity. Creativity and Innovation Management, 23(3), 276–289. https://
doi.org/10.1111/caim.12069
Adalgisa Battistelli is a Full Professor of Work and Organizational
Tang, C., & Ye, L. (2015). Diversified knowledge, R&D team centrality
and radical creativity. Creativity and Innovation Management, 24(1),
Psychology at the Laboratory of Psychology EA 4139, University
123–135. https://doi.org/10.1111/caim.12110 of Bordeaux, Bordeaux, France. She earned her PhD in work and
Tang, C., Zhang, Y., & Reiter-Palmon, R. (2020). Network centrality, organizational psychology at the University of Bologna, Italy. Her
knowledge searching and creativity: The role of domain. Creativity and research interests include change and innovation processes in the
Innovation Management, 29(1), 72–84. https://doi.org/10.1111/caim.
workplace and work motivation.
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CANGIALOSI ET AL. 347

Antonio Baldaccini is CEO and President of Umbragroup S.p.A,

How to cite this article: Cangialosi N, Odoardi C, Battistelli A,
Foligno, Italy, a multinational company that operates in the preci-
Baldaccini A. The social side of innovation: When and why
sion mechanics sector with applications in the aeronautical market
advice network centrality promotes innovative work
and consists of six production sites and a research centre.
behaviours. Creat Innov Manag. 2021;30:336–347. https://doi.
org/10.1111/caim.12434