Abstract
The activity of strategic networking becomes increasingly important as your responsibilities on your way to the top increase in accordance with the pattern of power, performance, and promotion (Chapter 3). The type of networks you belong to evolves too, from formal and operational networks at junior level to informal and strategic networks at top level. As previous case studies have shown, being unknown in networks may lead to crucial information being missed. Many of the FAQs in this chapter therefore relate to building up and using networks, and networking as a strategic skill. The following issues will be addressed:
-
■ Why is networking so important?
-
■ Why am I always the last one to know?
-
■ Why am I losing good clients to colleagues?
-
■ How do I build a strategic network?
This is a preview of subscription content, log in via an institution.
Buying options
Tax calculation will be finalised at checkout
Purchases are for personal use only
Learn about institutional subscriptionsPreview
Unable to display preview. Download preview PDF.
Notes
I. J. Van Emmerik (2006) ‘Gender differences in the creation of different types of social capital: A multilevel study’, Social Networks, 28: 24–37.
M. C. B. Visser (2007) ‘Mentoring women for corporate success. Case study ABNAMRO Bank’, Mentoring — A Powerful Tool for Women. Paris: EuropeanPWN, 58–81.
Author information
Authors and Affiliations
Copyright information
© 2011 Mirella Visser
About this chapter
Cite this chapter
Visser, M. (2011). Strategic Networking. In: The Female Leadership Paradox. Palgrave Macmillan, London. https://doi.org/10.1057/9780230304970_10
Download citation
DOI: https://doi.org/10.1057/9780230304970_10
Publisher Name: Palgrave Macmillan, London
Print ISBN: 978-1-349-33088-1
Online ISBN: 978-0-230-30497-0
eBook Packages: Palgrave Business & Management CollectionBusiness and Management (R0)