The dark side of digital external networking: A job demands–resources perspective

Digital transformation, networked value creation, and new technologies expose managers to new forms of work. In light of blurring organizational boundaries and increasing technology use, they increasingly face the challenge of digitally managing relationships with external stakeholders. The objective of this study is to provide insight into the potential adverse effects of digital external networking. Drawing on the job demands–resources model, we propose that digital external networking depletes managers' energetic resources, which may lead to an individual job performance breakdown via higher emotional exhaustion and lower work engagement. Results from a survey among 129 executives of the German Red Cross uncover and partially support this ‘dark side’ of digital external networking. Additionally, our research indicates that managers can reduce their perceived emotional exhaustion and increase work engagement by utilizing personal resources such as networking ability and digital technology commitment. • Digital external networking is a job demand that has an indirect adverse effect on the job performance of managers. • This performance-reducing effect of digital external networking is mediated by managers' work engagement, which is one component of well-being. • Personal resources, such as digital technology commitment and networking ability, promote the well-being of managers. • However, these personal resources do not buffer the negative effects of digital external networking on the well-being of managers.