Using social networks theory as a complementary perspective to the study of organizational change
Autor(a) principal: | |
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Data de Publicação: | 2011 |
Outros Autores: | |
Tipo de documento: | Artigo |
Idioma: | eng |
Título da fonte: | Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) |
Texto Completo: | http://hdl.handle.net/10400.8/6163 |
Resumo: | This paper contributes to the literature on organizational change by examining organizations as social entities embedded in inter-organizational networks. In contrast with extant research that focuses on macro environmental and internal factors to explain organizational change, we put forth the social network surrounding the firm as a major driver of any change process. Specifically, we examine organizational change as driven by the organizations’ positions and relations in an interorganizational network, and advance a set of theory driven propositions on innovation, imitation, inertia, structural equivalence and structural positioning. Our conceptual discussion demonstrates that inter-organizational networks are important in complementing the macroenvironment and internal organizational factors for the study of organizational changes. We conclude with a discussion on normative implications for organizations and avenues for future research. |
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Using social networks theory as a complementary perspective to the study of organizational changeOrganizational changeSocial networksThis paper contributes to the literature on organizational change by examining organizations as social entities embedded in inter-organizational networks. In contrast with extant research that focuses on macro environmental and internal factors to explain organizational change, we put forth the social network surrounding the firm as a major driver of any change process. Specifically, we examine organizational change as driven by the organizations’ positions and relations in an interorganizational network, and advance a set of theory driven propositions on innovation, imitation, inertia, structural equivalence and structural positioning. Our conceptual discussion demonstrates that inter-organizational networks are important in complementing the macroenvironment and internal organizational factors for the study of organizational changes. We conclude with a discussion on normative implications for organizations and avenues for future research.ANPADIC-OnlineFerreira, Manuel PortugalArmagau, Sungu2021-08-27T13:15:56Z2011-042011-04-01T00:00:00Zinfo:eu-repo/semantics/publishedVersioninfo:eu-repo/semantics/articleapplication/pdfhttp://hdl.handle.net/10400.8/6163engFerreira, M. P., & Armagan, S. (2011). Using social networks theory as a complementary perspective to the study of organizational change. Brazilian Administration Review, 8(2), 168-184. https://doi.org/10.1590/S1807-769220110002000041807-769210.1590/S1807-76922011000200004info:eu-repo/semantics/openAccessreponame:Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos)instname:Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informaçãoinstacron:RCAAP2024-01-17T15:52:31Zoai:iconline.ipleiria.pt:10400.8/6163Portal AgregadorONGhttps://www.rcaap.pt/oai/openaireopendoar:71602024-03-20T01:49:28.864189Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) - Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informaçãofalse |
dc.title.none.fl_str_mv |
Using social networks theory as a complementary perspective to the study of organizational change |
title |
Using social networks theory as a complementary perspective to the study of organizational change |
spellingShingle |
Using social networks theory as a complementary perspective to the study of organizational change Ferreira, Manuel Portugal Organizational change Social networks |
title_short |
Using social networks theory as a complementary perspective to the study of organizational change |
title_full |
Using social networks theory as a complementary perspective to the study of organizational change |
title_fullStr |
Using social networks theory as a complementary perspective to the study of organizational change |
title_full_unstemmed |
Using social networks theory as a complementary perspective to the study of organizational change |
title_sort |
Using social networks theory as a complementary perspective to the study of organizational change |
author |
Ferreira, Manuel Portugal |
author_facet |
Ferreira, Manuel Portugal Armagau, Sungu |
author_role |
author |
author2 |
Armagau, Sungu |
author2_role |
author |
dc.contributor.none.fl_str_mv |
IC-Online |
dc.contributor.author.fl_str_mv |
Ferreira, Manuel Portugal Armagau, Sungu |
dc.subject.por.fl_str_mv |
Organizational change Social networks |
topic |
Organizational change Social networks |
description |
This paper contributes to the literature on organizational change by examining organizations as social entities embedded in inter-organizational networks. In contrast with extant research that focuses on macro environmental and internal factors to explain organizational change, we put forth the social network surrounding the firm as a major driver of any change process. Specifically, we examine organizational change as driven by the organizations’ positions and relations in an interorganizational network, and advance a set of theory driven propositions on innovation, imitation, inertia, structural equivalence and structural positioning. Our conceptual discussion demonstrates that inter-organizational networks are important in complementing the macroenvironment and internal organizational factors for the study of organizational changes. We conclude with a discussion on normative implications for organizations and avenues for future research. |
publishDate |
2011 |
dc.date.none.fl_str_mv |
2011-04 2011-04-01T00:00:00Z 2021-08-27T13:15:56Z |
dc.type.status.fl_str_mv |
info:eu-repo/semantics/publishedVersion |
dc.type.driver.fl_str_mv |
info:eu-repo/semantics/article |
format |
article |
status_str |
publishedVersion |
dc.identifier.uri.fl_str_mv |
http://hdl.handle.net/10400.8/6163 |
url |
http://hdl.handle.net/10400.8/6163 |
dc.language.iso.fl_str_mv |
eng |
language |
eng |
dc.relation.none.fl_str_mv |
Ferreira, M. P., & Armagan, S. (2011). Using social networks theory as a complementary perspective to the study of organizational change. Brazilian Administration Review, 8(2), 168-184. https://doi.org/10.1590/S1807-76922011000200004 1807-7692 10.1590/S1807-76922011000200004 |
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info:eu-repo/semantics/openAccess |
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openAccess |
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application/pdf |
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ANPAD |
publisher.none.fl_str_mv |
ANPAD |
dc.source.none.fl_str_mv |
reponame:Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) instname:Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informação instacron:RCAAP |
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Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informação |
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RCAAP |
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RCAAP |
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Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) |
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Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) |
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Repositório Científico de Acesso Aberto de Portugal (Repositórios Cientìficos) - Agência para a Sociedade do Conhecimento (UMIC) - FCT - Sociedade da Informação |
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