This study examines the micro processes in the social networks
of those involved in organizational innovation and
their strategic behavioral orientation toward connecting
people in their social network by either introducing disconnected
individuals or facilitating new coordination
between connected individuals. This tertius iungens {or
"third who joins") strategic orientation, contrasts with the
tertius gaudens orientation emphasized tn structural
holes theory, which concerns the advantage of a broker
who can play people off against one another for his or
her own benefit. Results of a multimethod study of networks
and innovation in an engineering division of an
autonnotive manufacturer show that a tertius iungens orientation,
dense social networks, and diverse social knowledge
predict involvement in innovation. Implications of
the study for innovation and social networks, as well as
for social skill and agency within firms are presented