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NETWORKS AND ORGANIZATIONS
Aaron McKenny
Agenda
Authors Networks Major Uses Networks in different organizational
lifecycle phases Conclusion
Authors
Kelly Packalen (Maiden name: Porter) Assistant Professor of Strategy and
Organization Queens University Entrepreneurship, Strategy, OT Especially career histories of founders
Walter Powell Professor of Sociology Stanford University Networks
Agenda
Authors Networks Major Uses Networks in different organizational
lifecycle phases Conclusion
Network… a broad word
“Networking” – in a business sense Internal vs external networks Nodes = individuals, organizations IT definition
Two types of network studies Networks as tools to trace relationships Networks as a governance structure
Networks play different roles in different stages of the organizational lifecycle
Important things not introduced Closure – The redundancy of ties in a
network Centrality – Your importance in a network
(most simple: number of ties you have to others)
Centralization – Degree to which the middle of the network is dominated by one or few nodes.
Agenda
Authors Networks Major Uses
As a tool for tracing relationships As a governance structure
Networks in different organizational lifecycle phases
Conclusion
As a tool for tracing relationships
Roots in sociology, social psychology Webs of affiliation
Moreno (1934) developed the social network map (sociogram)
Use in investigating socialcircles Formal circle membership Informal circle membership
As a tool for tracing relationships
Balance Theory Need to maintain an equilibrium of relations
A & B positively linked Only in balance if they agree in their other links (vice versa for negatively linked pairs)
Small Worlds http://oracleofbacon.org/ Two random people are not so distantly
connected as we tend to think.
As a tool for tracing relationships
The Strength of Weak Ties You generally share common information with
strong ties Weak ties have more information that is less familiar
to you (more informative) Bridging relationship – ties two otherwise
disconnected (or weakly connected) subnetworks Many advantages to this: promotion, compensation,
etc. (Burt, 2000) Structural holes – what you have when there’s
no bridging relationship, two subnetworks that aren’t linked
As Governance Structures
Markets vs hierarchies (Ollie W) …vs. networks (Powell, 1990)
Market Goods exchanged based on price – prototypical
neoclassical economics supply & demand curve Hierarchy
Employment relationship (rules-based) Management costs < Market transaction costs
Networks Relationship-based (friendship, obligation, trust) Benefits of small, agile businesses while still attaining
economies of scale
Four types of network governance
Centered around projects Firm-led industrial districts (meta
organizing?) Geographical clustering of industries Strategic networking
Outsourcing Joint Ventures Strategic Alliances
Agenda
Authors Networks Major Uses Networks in different organizational
lifecycle phases New Ventures Growth Maturity and Decline
Conclusion
What to expect
Differences Types of networks leveraged
Formal vs. Informal Level of networks leveraged
Internal vs. external Roles of the network Embeddedness in network
Relational – use direct ties to get information Structural – Value derived from holding a
position in the network
In new ventures
Network of founders is the firm’s network
A conduit for resources Wealth, Power, Legitimacy, Information
Use network to gather advice Gain support and test business ideas Start network small, grow it in the planning
phase, shrink it in the establishment phase Frequently use family
Also venture capitalists, angel investors
In new ventures
Money Most entrepreneurs supplement their own
investments with others Family, Friends, VCs, Angels, SBA, etc
Immigrant Entrepreneurs Often discriminated against by traditional funding
sources Some use revolving credit associations instead
Socially very important for them to repay loans Others are more creative
Revolving credit associations have a bunch of negative side-effects
In new ventures
Reputation Helps establish legitimacy, access to favorable
capital sources (and not just financial capital) Investors use to gather information about you too Can affect IPO valuation
Favored at Birth Tend to expand the same social network, not
establish a brand new one when starting a venture Relationships based on one of three components
Personal embeddedness (social, not work connection) Competency embeddedness (known, reliable party) Hollow embeddedness (based on reputation/3rd party
ties)
Growth Phase
Connections to external resources facilitates growth
Internal Networks Influences flow of information Moderate levels of internal socialization is
optimal Contrary to team-building studies findings
Networks Across Divisions Dense (internal and external) networks
more productive Weak ties helps in search for knowledge, but
not in transfer of knowledge.
Growth Phase
Networks Across Divisions (cont’d) Social network influences how well you receive
change Capturing Knowledge
Hiring – Bring in someone that will bring in new knowledge
Foreign Expansion – Locate your R&D organization in information-rich locations Acquire rather than establish
Informal Networks – Water cooler hierarchies Important for knowledge sharing Organizations can still be nodes in an informal
network
Growth Phase
Creating Inter-firm networks as a source of knowledge Joint projects (research, product development) Having relationships with too few established
firms gives them power over you Smaller firms tend to get more knowledge out
of networks than larger firms Dyads and beyond
Dyads are the most common They use Toyota as an example… maybe they had
better rethink that example.
Growth Phase
Location, Location, Location Real Estate, Marketing, and Networks Organizations develop routines that embed
them in their regions Certain regions have more opportunity than
others But after the ‘gold rush’ to the region, they’re
less attractive Likewise, having other similar companies
around can be helpful But too many can be detrimental
Growth Phase
Limits to knowledge sharing Differences among organizations’
information processing abilities Based on level of prior related knowledge
Differences in willingness of individuals to share information Based on social cohesion and dissimilarity of
knowledge pools. Access to knowledge conditioned by
Structural position in network Prior level of knowledge.
Maturity and Decline
New longitudinal databases to help study this Survivability increases at bridging points
between networks Very few studies on dissolution of ties
Hard to get data on this (most companies don’t announce it)
Clique stability Exchanges built on social attraction Identify complementary skills to accomplish
collaborative tasks Distribution of value throughout the clique.
Agenda
Authors Networks Major Uses Networks in different organizational
lifecycle phases New Ventures Growth Maturity and Decline
Conclusion
Conclusion
Very very brief overview of the literature Other more extensive reviews:
Marsden (1990): Network Data and Measurement – ARS Marsden (2004): Network Analysis – Encyclopaedia of
social measurement Scott (1991): Social Network Analysis: A Handbook Wasserman & Faust (1994): Social Network Analysis:
Methods and Applications Portes (1998): Social Capital: Its origins and applications in
modern sociology – ARS Burt (2000): The Network Structure of Social Capital –
Research in Organizational Behavior Smith-Doerr & Powell (2005): Networks and Economic Life
– Handbook of economic sociology
Big OT Questions
Why do organizations exist? Why are firms the same/different? What causes changes in organizations? Why do some firms survive and others
don’t? Emerging issue?