Abstract
Conceptually drawing on network theory as its theoretical lens, this study examines two prime notions of network configuration of commercial expeditions. Exploring the role of both structural holes and network closure as indicators of team configuration for those venturing out in such extreme adventure, this study clarifies the impact of social structures, network closure, and structural holes in particular on performance outcomes in the context of expedition mountaineering. Presence and bridging of structural holes did turn out to be a significant predictor for the success or failure of an expedition. The findings show network closure to significantly influence the performance of mountaineering teams that make for a successful ascent. The capacity to span structural holes, commonly portrayed as serving as an eye-opener for options otherwise not found, does not appear to assist teams that make for successful ascents, however.
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