Journal ArticleDOI
Networks in transition : How industry events (re)shape interfirm relationships
TLDR
In this article, the authors developed a framework to understand how managers can shape networks and develop a framework which explains how industry networks evolve over time and in response to specific events, and validate their hypotheses with longitudinal data on the strategic alliance network in the global steel industry.Abstract:
Interfirm relationship networks are strategic resources that can potentially be shaped by managerial action. As a first step towards understanding how managers can shape networks, we develop a framework which explains how industry networks evolve over time and in response to specific events. Our main thesis is that industry events may be either structure-reinforcing or structure-loosening, and that their potential structural impact may be predicted in advance. We validate our hypotheses with longitudinal data on the strategic alliance network in the global steel industry.read more
Citations
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Journal ArticleDOI
Alliances and networks
TL;DR: In this article, the authors introduce a social network perspective to the study of strategic alliances and identify five key issues for the formation of alliances, the choice of governance structure, the dynamic evolution of alliances and the performance of alliances.
Journal ArticleDOI
The Network Paradigm in Organizational Research: A Review and Typology
Stephen P. Borgatti,Pacey Foster +1 more
TL;DR: This paper reviewed and analyzed the emerging network paradigm in organizational research and developed a set of dimensions along which network studies vary, including direction of causality, levels of analysis, explanatory goals, and explanatory mechanisms.
Journal ArticleDOI
Network location and learning: the influence of network resources and firm capabilities on alliance formation
TL;DR: In this article, the authors present a dynamic, firm-level study of the role of network resources in determining alliance formation and assesses the importance of firms' capabilities with alliance formation, and material resources as determinants of their alliance decisions.
Journal ArticleDOI
Redundant governance structures: an analysis of structural and relational embeddedness in the steel and semiconductor industries
TL;DR: In this paper, the authors argue that the roles of relational and structural embeddedness play in firm performance can only be understood with reference to the other, and that the influence of these factors on firm performance is contingent on industry context.
Journal ArticleDOI
Taking Stock of Networks and Organizations: A Multilevel Perspective
TL;DR: The central argument of network research is that actors are embedded in networks of interconnected social relationships that offer opportunities for and constraints on behavior as discussed by the authors, and the authors of this paper review the antecedents and consequences of networks at the interpersonal, interunit, and interorganizational levels of analysis, evaluate recent theoretical and empirical trends, and give directions for future research.
References
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Journal ArticleDOI
Centrality in social networks conceptual clarification
TL;DR: In this article, three distinct intuitive notions of centrality are uncovered and existing measures are refined to embody these conceptions, and the implications of these measures for the experimental study of small groups are examined.
Book
The External Control of Organizations: A Resource Dependence Perspective
TL;DR: The External Control of Organizations as discussed by the authors explores how external constraints affect organizations and provides insights for designing and managing organizations to mitigate these constraints, and it is the fact of the organization's dependence on the environment that makes the external constraint and control of organizational behavior both possible and almost inevitable.
Posted Content
Competitive Strategy: Techniques for Analyzing Industries and Competitors
TL;DR: Porter as mentioned in this paper presents a comprehensive structural framework and analytical techniques to help a firm to analyze its industry and evolution, understand its competitors and its own position, and translate this understanding into a competitive strategy to allow the firm to compete more effectively to strengthen its market position.
Journal ArticleDOI
The External Control of Organizations: A Resource Dependence Perspective.
Journal ArticleDOI
Structural Holes: The Social Structure of Competition.
Steven B. Andrews,Ronald S. Burt +1 more
TL;DR: In this article, structural holes are defined as network gaps between players which create entrepreneurial opportunities for information access, timing, referrals, and for control, and the structural holes also generate control benefits giving certain players an advantage in negotiating their relationships.