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How Far do Network Effects Spill Over? Evidence from an Empirical Study of Performance Differentials in Interorganizational Networks

机译:网络效应会溢出多远?组织间网络中绩效差异实证研究的证据

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Organizations join interorganizational networks in the hope of gaining exposure to learning opportunities, and accessing valuable extramural resources and knowledge. In this paper we argue that participation in interorganizational networks also reduces performance differentials among organizational nodes. We examine three alternative mechanisms capable of sustaining this prediction. The first (strength of ties) operates at a strictly local level defined in terms of dyadic relations linking organizations. The second mechanism (social proximity) operates at an intermediate - or meso level of interdependence defined in terms of membership in overlapping cliques into which interorganizational networks are typically organized. The third mechanism (structural equivalence) is global and pertains to jointly occupied network positions. The objective of this paper is to examine at which of these levels network effects operate to reduce performance differentials among members of interorganizational networks. Our empirical analysis of performance differentials between hospitals in a regional community supports the following conclusions: (ⅰ) performance spillover effects are highly differentiated and vary significantly across network levels; (ⅱ) organizations occupying similar positions within the network are more similar in terms of performance; (ⅲ) joint membership in multiple sub-groups (or cliques) reduces performance differentials up to a limit; after this limit is reached, the performance of organizational partners begins to diverge; (ⅳ) the strength of direct collaboration between organizational partners does not necessarily reduce interorganizational performance differentials. The results of the study are new because available research on interorganizational networks says little about the range of network effects, i.e., about how far the performance spillover effects that operate through networks propagate throughout organizational fields and communities. These results are also consequential because they suggest that network effects on performance differentials are sensitive to the specification of network boundaries.
机译:组织加入组织间网络,希望获得学习机会,并获得宝贵的校外资源和知识。在本文中,我们认为参与组织间网络还可以减少组织节点之间的绩效差异。我们研究了能够维持这种预测的三种替代机制。第一个(关系的强度)在严格的本地级别上运作,该级别是根据将组织联系起来的二元关系来定义的。第二种机制(社会接近性)在中间或中间级别的相互依赖性下运行,该级别由通常在组织内部组织网络的重叠派系中的成员资格定义。第三种机制(结构对等)是全局的,属于共同占据的网络位置。本文的目的是研究网络效应在哪些层面上起作用,以减少组织间网络成员之间的性能差异。我们对区域社区医院之间绩效差异的实证分析支持以下结论:(ⅰ)绩效溢出效应是高度差异性的,并且在整个网络层次上差异很大; (ⅱ)在网络中占据类似职位的组织在绩效方面更为相似; (ⅲ)多个子组(或集团)的共同成员资格将绩效差异降低到一个极限;达到此限制之后,组织合作伙伴的绩效开始出现差异; (ⅳ)组织合作伙伴之间直接合作的优势并不一定减少组织间绩效差异。该研究的结果是新的,因为有关组织间网络的现有研究对网络影响的范围知之甚少,即通过网络运作的绩效溢出效应在整个组织领域和社区中传播的程度很少。这些结果也很重要,因为它们表明网络对性能差异的影响对网络边界的规范很敏感。

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