Tim Rowley

Redundant governance structures : An analysis of structural and relational embeddedness in the steel and semiconductor industries

Network researchers have argued that both relational embeddedness—characteristics of relationships—and structural embeddedness—characteristics of the relational structure—influence firm behavior and performance. Using strategic alliance networks in the semiconductor and steel industries, we build on past embeddedness research by examining the interaction of these factors. We argue that the roles relational and structural embeddedness play in firm performance can only be understood with reference to the other. Moreover, we argue that the influence of these factors on firm performance is contingent on industry context. More specifically, our empirical analysis suggests that strong ties in a highly interconnected strategic alliance network negatively impact firm performance. This network configuration is especially suboptimal for firms in the semiconductor industry. Furthermore, strong and weak ties are positively related to firm performance in the steel and semiconductor industries, respectively. Copyright

A Brand New Brand of Corporate Social Performance

We argue that corporate social performance (CSP) has become a legitimizing identity (brand) for researchers in the business and society field, but it has not developed into a viable theoretical or operational construct. Because measuring CSP is contingent on the operational setting (industry, issues, etc.), it is difficult to produce worthwhile comparisons across studies or generalizing beyond the boundaries of a specific study. The authors suggest that researchers remove the CSP label from their operational variables, and instead narrowly define their studies in operational terms. They provide aworking example of the proposed research direction by examining the theory underlying the popular CSP–financial performance (FP) debate. In the authors’ conceptualization, stakeholder action provides the underlying logic connecting CSP-FP, and we recast the research question to investigate the conditions under which stakeholders will take action to influence the focal organization and when those actions will influence the CSP-FP link.

When Do Networks Matter? A Study of Tie Formation and Decay

Interorganizational partner selection decisions are plagued with uncertainty. When making partnering decisions, firms strive to answer two questions: does the prospective partner have resources which can be used to generate value in the relationship; and will the partner be willing to actively share these resources and cooperate in good faith? Answers to these questions help reduce three types of uncertainty – partner capability uncertainty, partner competitiveness uncertainty and partner reliability uncertainty. For a relationship to benefit both partners, they have to possess complimentary resources of comparable quality, avoid explicit competition as well as be willing to engage in the cooperative behaviors within the confines of their relationship. In this paper, we examine the importance of prospective partners’ characteristics (differences in size, status and specialization) as well as their network characteristics (existence of a common partner and membership in the same clique) to the formation and longevity of their social relationships, as these characteristics reduce firms’ value generation and partner reliability uncertainty.

INFORMATION REGIMES, INFORMATION STRATEGIES AND THE EVOLUTION OF INTERFIRM NETWORK TOPOLOGIES

We introduce a multi-level model of the dependence of interfirm network topologies on the distribution and commonality of information in a network and the information strategies pursued by its member firms. Network topology, information properties of the network, and firm-level action within the network form dynamic, recursive, cross-level relationships – information properties in the network determine firm-level action, which in turn impacts the network topology and information properties. We derive predictions about the kinds of information strategies that firms are likely to adopt and succeed with in different information regimes, and about the kinds and short- and long-run dynamics of network topologies expected under different information regimes. Our model sheds new light on network topologies as a dependent variable that can be explained by network-level information regimes and firm-level information strategies.

The dynamics of network strategies and positions

In this study, we seek to broaden the research focus in the strategic alliance literature from a firms “partner strategy” to its “network strategy” by linking a firms partnering choices to changes in its network position over time. Using data on all underwriting syndicates in Canada over nearly 40 years, we conceptualize and model the interplay between an investment banks own and its partners’ syndicate participation. Our findings indicate that the lead banks, which have greater discretion in choosing syndicate partners than co-lead banks, are more likely to make partner selections that create bridging positions that provide access to timely and non-redundant information as well as opportunities to play a broker role across unconnected others. We also find, however, that lead banks’ bridging positions deteriorate when they form ties with other lead banks. Network-based competitive advantages are thus influenced by network opportunities and constraints as well as partner-specific concerns, suggesting that new insights into the dynamics of interfirm networks and competitive advantage of firms are possible within this broader view.

MODELS AS AN EXPLANATORY STRATEGY AND THE UBIQUITY OF INFORMATION AS AN EXPLANATION

In this reply, we respond to a series of substantive comments on our work by both Madhavan and Walker. In our response to Madhavan’s comments, we consider three accounts – “weak,” “semi-strong” and “strong” – that clarify how our model “explains” and offers insights that can emerge from our modeling strategy. We also explore ways in which our explanatory strategy might be extended in light of his critique. In our response to Walker’s comments, we adopt the “semi-strong” thesis, which admits variation in network-generating mechanisms, while also recognizing that information needs to be distributed and shared in order for many types of networks to function.

The Power of and in Stakeholder Networks

The argument that applications of social network research tools and theories to stakeholder research will advance our understanding of how organizations should and do interact with their stakeholders and how stakeholders influence organizations has been well known for over 15 years. However, the integration of social network analysis and stakeholder research has been limited to date. To motivate stakeholder network research, I illustrate the similarities and complementarities between these research streams, arguing that the social network perspective tackles weaknesses in stakeholder models supporting the creation of more fruitful models of organization–stakeholder environments. I illustrate how stakeholder power and legitimacy, and focal organization obligations can be better modeled theoretically and measured empirically using social network concepts and techniques.

BETTER WITH AGE? TIE LONGEVITY AND THE PERFORMANCE IMPLICATIONS OF BRIDGING AND CLOSURE.

The article reports on the dynamics of structural embeddedness or interorganizational relations. The research refers to dyadic ties in interfirm relations, the topology of interfirm networks, network structure effects relative to the quality of these ties, and the influence of tie age on the benefits created. The study uses data from investment banks in Canada where underwriting syndicates were formed. Topics include competitive advantage, closure and bridging positions in partnering networks, mutuality, information sharing, reputation effect, and group integration.