The biasing effect of networks in the implementation of innovations

Balazs Szatmari*, Dirk Deichmann

*Corresponding author for this work

Research output: Contribution to journalArticleAcademicpeer-review

1 Citation (Scopus)
10 Downloads (Pure)

Abstract

We develop a theoretical framework about how the social network of a project leader can introduce bias in project-related decision making in the form of overvaluation. Overvaluation can increase both the likelihood of implementing projects that turn out to be successes or projects that fall below what is expected and thus turn out to be failures. We provide a deeper understanding of the contingencies under which the biasing effects of networks through overvaluation turn out to be more or less beneficial for organizations. More specifically, we theorize that overvaluation is more beneficial in organizations that have a low decision threshold for projects, whereas it can be more detrimental in organizations that have a high decision threshold.
Original languageEnglish
Pages (from-to)1-12
JournalEuropean Management Review
Early online date21 Aug 2022
DOIs
Publication statusPublished - 21 Aug 2022

Bibliographical note

Publisher Copyright:
© 2022 The Authors. European Management Review published by John Wiley & Sons Ltd on behalf of European Academy of Management (EURAM).

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