Overcoming network overload and redundancy in inter-organizational networks:the roles of potential and latent ties

Article English OPEN
Mariotti, Francesca ; Delbridge, Rick (2012)

This paper builds on Granovetter's distinction between strong and weak ties [Granovetter, M. S. 1973. The strength of weak ties. Amer. J. Sociol. 78(6) 1360–1380] in order to respond to recent calls for a more dynamic and processual understanding of networks. The concepts of potential and latent tie are deductively identified, and their implications for understanding how and why networks emerge, evolve, and change are explored. A longitudinal empirical study conducted with companies operating in the European motorsport industry reveals that firms take strategic actions to search for potential ties and reactivate latent ties in order to solve problems of network redundancy and overload. Examples are given, and their characteristics are examined to provide theoretical elaboration of the relationship between the types of tie and network evolution. These conceptual and empirical insights move understanding of the managerial challenge of building effective networks beyond static structural contingency models of optimal network forms to highlight the processes and capabilities of dynamic relationship building and network development. In so doing, this paper highlights the interrelationship between search and redundancy and the scope for strategic action alongside path dependence and structural influences on network processes.
  • References (87)
    87 references, page 1 of 9

    Afuah, A. 2000. How much do your co-opetitors' capabilities matter in the face of technological change? Strategic Management J. 21(2) 397-404.

    Ahuja, G. 2000. Collaboration networks, structural holes, and innovation: A longitudinal study. Admin. Sci. Quart. 45(3) 425-455.

    Allen, T. J. 1977. Managing the Flow of Technology: Technology Transfer and the Dissemination of Technological Information Within the R&D Organization. MIT Press, Cambridge, MA.

    Baker, W. E., R. R. Faulkner, G. A. Fisher. 1998. Hazards of the market: The continuity and dissolution of interorganizational market relationships. Amer. Sociol. Rev. 63(2) 147-177.

    Barabási, A.-L., R. Albert. 1999. Emergence of scaling in random networks. Science 286(5439) 509-512.

    Baum, J. A. C., T. J. Rowley, A. V. Shipilov, Y. Chuang. 2005. Dancing with strangers: Aspiration performance and the search for underwriting syndicate partners. Admin. Sci. Quart. 50(4) 536-575.

    Biggart, N. W., R. Delbridge. 2004. Systems of exchange. Acad. Management Rev. 29(1) 28-49.

    Birkinshaw, J., J. Bessant, R. Delbridge. 2007. Finding, forming and performing: Creating new networks for discontinuous innovation. Calif. Management Rev. 49(3) 67-84.

    Breiger, R. L. 1974. The duality of persons and groups. Soc. Forces 53(2) 181-190.

    Burt, R. 1992. Structural holes: The social structure of competition. N. Nohria, R. Eccles, eds. Networks and Organizations: Structure, Form and Action. Harvard Business School Press, Boston, 57-91.

  • Metrics
    No metrics available
Share - Bookmark