Relationships with peers help entrepreneurs learn and improve firm performance. Recent scholarship confirms that events—social gatherings such as mixers, conferences, or training programs—can help entrepreneurs build valuable social connections. Yet, for entrepreneurs in developing economies, networking frictions may make connecting with peers challenging and undermine the benefits of events. We argue that when networking frictions are high, the value of events will lie more in connecting neighbors rather than bringing together distant peers. In the presence of networking frictions, neighbors are both less likely to be someone the entrepreneur has already learned from and easier to sustain a relationship with. To test this argument, we use data from a series of networking events in Togo during which entrepreneurs were randomly assigned to meet with peers from across the city of Lomé. We find that entrepreneurs who were assigned to neighboring peers were much more likely to sustain a relationship, learn from their peer’s management knowledge, and in turn benefit more: Profits increase by 10% when entrepreneurs get to know peers who are located on average 1 km closer to them. Our results highlight the central role that networking frictions play in shaping who entrepreneurs in developing economies can successfully learn from. This paper was accepted by Lamar Pierce, organizations. Funding: Ewing Marion Kauffman Foundation [Dissertation Fellowship] and the Strategic Management Society [SRF Dissertation Fellowship]. Supplemental Material: The online appendix and data files are available at https://doi.org/10.1287/mnsc.2022.00281 .

Recent field experiments demonstrate that advice, mentorship, and feedback from randomly assigned peers improve entrepreneurial performance. These results raise a natural question: what is preventing entrepreneurs and managers from forming these peer connections themselves? We argue that entrepreneurs may be under-networked because they lack the necessary social skills—the ability to communicate effectively and interact collaboratively with new acquaintances—that allow them to match efficiently with knowledgeable peers. We use a field experiment in the context of a business training program in Togo to test if a short social skills training module increases the number and complementarity of peers that participants choose to learn from. We find that social skills training led entrepreneurs to match with 50% more peers and that more of those matches were based on complementary managerial skill. Finally, the training also increased entrepreneurs’ monthly profits by approximately 20%. Further analyses point to improvements in networking and advice as the drivers of performance improvements. Our findings suggest that social skills help entrepreneurs build relationships that create value for both themselves and their peers. This paper was accepted by Alfonso Gambardella, business strategy. Funding: This work was supported by the Ewing Marion Kauffman Foundation [Dissertation Fellowship] and the Strategic Management Society [SRF Dissertation Fellowship]. Supplemental Material: The online appendix and data are available at https://doi.org/10.1287/mnsc.2022.4334 .