Abstract
Despite growing recognition that non-star performers play a greater than expected role in organizational effectiveness, we know surprisingly little about how so called “B-Performers” add value to firms. Integrating theory from socialization and social capital literatures, we assert that the value of non-star performers comes from their proclivity to develop complex social networks over time following internal job transfers. We derive and test a novel theoretical model of non-star internal mobility and network evolution in a medium sized US healthcare system, leveraging a multi-source, longitudinal data set comprised of email communications and personnel performance records. Supporting our model, we find evidence of a negative association between performance and internal mobility, and that internally mobile employees expand their incoming but not outgoing network ties over time relative to their immobile counterparts.
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