Structural holes and managerial performance: Identifying the underlying mechanisms

Structural holes theory suggests a variety of possible explanations for the empirically observed relationship between structural holes and individual managerial performance. However, little has been done to disentangle one mechanism from another. This paper empirically tests a mediated moderation model that distinguishes between the five different theoretical mechanisms: autonomy, competition, information brokering, opportunity recognition and innovativeness. The findings suggest that of these five theoretical causal motors, innovativeness plays a key role in linking network structure and network content to performance.