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|Title:||Networks, interlocking directors and strategy: Toward a theoretical framework|
|Authors:||Heracleous, L. |
|Citation:||Heracleous, L.,Murray, J. (2001). Networks, interlocking directors and strategy: Toward a theoretical framework. Asia Pacific Journal of Management 18 (2) : 137-160. ScholarBank@NUS Repository.|
|Abstract:||Research on inter-organisational networks reflects their acknowledged and growing importance. Strategy research, however, is only beginning to investigate the nature of networks and how network participation can affect organisational performance. Networks embody a relational viewof the organisation and their study draws attention to the mechanisms by which relationships are secured and managed. Board of directors interlocks are a principal traditional indicator of network ties, yet little has been written on the role of interlocks in different types of networks and their potential effects on performance.We develop a typology of inter-organisational networks based on the key dimensions of organisational interdependence and network durability; a 'micro-typology' of embedded networks in East Asia based on formalisation of ties and networking scope; suggest that key aspects of directors' roles differ based on the type of network in which they are engaged; and develop specific propositions for further investigation. © 2001 Kluwer Academic Publishers.|
|Source Title:||Asia Pacific Journal of Management|
|Appears in Collections:||Staff Publications|
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