Top Managerial Network Relations for Knowledge Transfer: Exploring Gender Differences

ABSTRACT In the ongoing debate surrounding the gender gap in top managerial positions, various possible causes have been explored, with different networking patterns being one of them. However, we still lack detailed insights on how knowledge transfer via networks varies based on gender. Identifying and understanding these gender‐based inequalities in information access is essential for the organization and the individual top executive (e.g., regarding impact on career advancement) likewise. Drawing upon network theories, the present study investigates the direct network ties for innovation‐relevant knowledge among 28 top managers—comprising 13 women and 15 men—in companies situated in the United Kingdom. The results of this Social Network Analysis reveal significant disparities: Women tend to establish small(er) networks with strong(er) ties, whereas men hold large(r) networks with weak(er) ties. The filtering approach indicates a proclivity among women to filter ties ex ante the knowledge transfer while men filter knowledge ex post transfer. A framework highlighting the gender specifics is developed. Overall, the study underscores the necessity to reassess prior understandings of top executives' networking activities considering gender.