Multiplexity in R&D employees' networks: work-life complementarity

Traditional types of hierarchical organization are complemented with cellular network organizations. Social roles and the position of actors become more complex with increasing embeddedness in a growing number of relations-for instance through affiliations to multiple and changing work teams. Two research disciplines investigate such heterogeneous social networks: research on social networks and research on product innovation. Both offer different explanations for the types of interaction that are best suited for knowledge creation and sharing. This paper integrates both types of research whilst focusing on innovation effectiveness. In analogy to telecommunication, where multiplexity denotes the ability to transport a multitude of signals through a single line or cable, we refer to social multiplexity as a concurrent and productive affiliation to a multitude of social network functions. We show that in particular job-external and emotional contacts of employees may strengthen competitive advantages of firms. As a conclusion, previous recommendations of literature are suspected to increase rather than decrease risks.