Although there is a growing interest to study the emergence of social network positions, its motivational antecedents have been largely overlooked by the extant literature. We propose that intrinsic and extrinsic motivation of an ego diversely affect ego’s indegree centrality in organizational networks of informal advice relationships. Furthermore, we suggest that such an outcome can be expected also when we consider the motivational orientation of the ego’s advice providers. To test our theory, we conducted our fieldwork in an Italian consulting company that employs a total of 134 employees, and the response rate was 90%. We discuss the theoretical implications for the organizational social networks and work motivation literature. The findings imply important practical implications for managers, which we discuss at the end of the paper.