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Effects of Organizational Strategies and Contextual Constraints on Centrality and Attributions of Influence in Interorganizational Networks

1981; SAGE Publishing; Volume: 26; Issue: 3 Linguagem: Inglês

10.2307/2392513

1930-3815

David M. Bøje, David A. Whetten,

Social Capital and Networks

Comments from T. K. Das, Joseph Galaskiewicz, Bill McKelvy, Michael Moch, William Ouchi, David Rogers, and Andrew Van de Ven on an earlier draft have been very useful. This study examines the effects of organizational strategies and contextual constraints on location in interorganizational transaction networks and the effects of strategies, constraints, and network position on attributions of influence. A model of these effects is presented, and eleven propositions specific to social service organizations are examined. In client referral networks in 17 communities, it was found that centrality in referral flow, in communication exchanges, and in joint program activities was positively associated with attributions of influence. A revised model is tested using path analysis.e