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We examine how network building, environmental uncertainty and access to strategic information, separately and in interaction, affect managerial performance. Using a multi-source dataset of 213 subsidiary managers in a European MNC and controlling for lagged outcomes we confirm that networking is not only beneficial to performance, but that performance increases exponentially, supporting cumulative advantage theory. While networking contributes positively to managerial performance, our findings suggest that the relationship between network building and performance is not realized uniformly but moderated by perceived environmental uncertainty and access to strategic information. Our findings provide important insights into the conditions when networking leads to higher performance. Implications for theory-and-practice are provided.