Drawing upon data from more than 5,000 dyads, the authors examine how the strength of employees’ intraorganizational ties and the social resources of their network members affect influence-conferring support, task support, and social support. The authors hypothesize that the effects of tie strength and social resources will vary with type of network support and theorize how three mechanisms—trust, risk, and redundancy—explain the differential effects of tie strength and social resources on intraorganizational support. Their findings highlight the variable effects of tie strength and social resources and illustrate the unique ways in which strong ties operate within work organizations.