Sales and procurement managers can serve as network brokers for their employees because they are in a position to connect them with other organization members. However, little is known about the actions managers take to facilitate these connections and the impact they have on sales outcomes. In four studies involving multifirm interviews with both managers and employees and new hires' longitudinal diaries, we find evidence of a specific type of managers' network brokering behavior: network engineering. Managers engage in network engineering by purposefully shaping employees' networks through either network facilitating or network restricting. Further, we find that the outcomes of the sales and procurement managers' network engineering behavior are contingent on employees' perceptions of their manager's motives in network brokering (selfish or unselfish). Using these two dimensions, we develop a typology of four manifestations of managers' network engineering behavior: network giving, protecting, consolidating, and centralizing. Collectively, the findings shed light on the concept, process, and outcomes of managers' network engineering that extend research on traditional brokering behavior.
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