It’s not what you know, it’s who: how top management’s social network impacts innovation in cultural and creative enterprises in China

Abstract

PurposeThis paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies.Design/methodology/approachThis briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context.FindingsThe authors explore the links between top management social networks and innovation performance in cultural and creative industries in China and propose that the relationship between social networks and innovation performance are mediated by organizational learning.Originality/valueThe briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.