T
he concept of networking is often linked to the notion of career success. Indeed, the association of ‘net’ with ‘work’ suggests a deliberate strategy to ‘catch’ to ‘achieve’ or ‘gain’ resources. As such, some definitions
of networking place heavy emphasis on meeting and talking to new people via social activities who could be useful to advance someone’s job or career. Other definitions, however, focus on the development of regular
communications for mutual benefit rather than the sole pursuit of personal gain and place a far stronger focus on not only helping oneself, but also others. Notwithstanding this, the degree of reciprocity that can be expected from networking is unclear. While an equal exchange is potentially unlikely, as this is rare in social relationships, a one-sided ‘winner takes all’ in career advancement, with no reciprocity offered, is unlikely to be sustainable. Indeed, networking only for personal advantage would be expected to prove harmful to a person’s long-term career prospects. Networks act as relationship channels and create social capital
through a two-way exchange of cooperation, commitment, integrity and trust. Maintaining strong ties within close colleague and friendship groupings requires considerable time and effort. As closely associated members within such groups share information, they know similar things. To gain different and potentially valuable information, contacts are required who are external to the usual social circle. Communication via acquaintances is crucial if individuals seek to gain access to contacts within different social groups and, by association, these contacts’ ties with their close colleagues and friends. In this way, the benefits of knowledge held within different social groups can be accessed. Networking is beneficial to individuals, as it does not require as much time and effort to be invested in building relationships as is necessary to maintain the ties within one’s own close-knit social group.
NETWORKING IN THE MOBILITY CONTEXT There has been considerable academic research carried out into the benefits and drawbacks of networking in the expatriate environment. Studies have shown that without open and transparent international assignment selection systems and processes, individuals’ access
to assignments has rested upon network contacts. This has had particular implications for minorities, as with fewer networks, their access to career-enhancing assignments has been reduced. In turn, this reduces expatriate diversity and the benefits it can offer organisations. Research into female expatriation, in particular, has shown that
women recognise that building networks is crucial to accessing international mobility opportunities. However, as women have lower network access, this has contributed to their poor expatriation representation. Women are not unable to build networks, nor are they necessarily denied entry to networking opportunities. One explanation for women’s reduced networking is linked to their family responsibilities. These reduce the amount of time that women can spend developing network contacts. A further issue concerns men’s and women’s networks being separate. If men hold the majority of international assignment positions and know of the assignments that are coming up – and management is also male-dominated, particularly in the industries that employ the largest volumes of expatriates – this is problematic for women. It is suggested that women need to gain access to these male networks for international assignment opportunities and associated career success. This means that women actively need to develop appropriate managerial and expatriate male network contacts. Individuals and their family members report that networks
can provide a hugely valuable resource for mobility information and assist with cultural integration. Indeed, networking among mobile professionals has proved so successful that many worldwide, regional and local networking expatriate groups now operate from which relocating personnel can benefit. By drawing upon the diversity of the networking group’s membership who share information and experiences, individuals and their families report experiencing a depth of learning that significantly assists them to manage cross-cultural transitions.
LEVERAGING EMPLOYEE NETWORKS TO IMPROVE ORGANISATIONAL SUCCESS Organisations can reap several benefits by leveraging employee networks. For example, organisations wishing to foster expatriate ➲
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