Social Networks: A strategy for non-profit organizations
Osmar Arandia Pérez and
Luis Portales Derbéz
Revista Observatorio Calasanz, 2012, vol. 3, issue 6, pp.362-378
Abstract:
On recent years, researchers in management and strategic management have developed a common interest in social capital, and social network, as a possibility for the organizations to enhance their performance. The strategic network perspective avers that the embeddedness of firms in networks of external relationships with other organizations holds significant implications for firm performance (Zaheer & Bell, 2005). Zaheer and Bell (2005) suggest that firms with superior network structures may be better able to exploit their internal capabilities in order to enhance their performance. Also we can consider that the level of maturity of the organizations enhances their centrality degree, and in addition of this idea, we can assume that an organization at the center of a network is a better performer than organizations located in the structural holes of the network (Ahuja, Galleta & Carley, 2003). Our aim is to understand the influence of the maturity of a non-profit organization in its position on a network, and to determine whether or not this position affects the performance of the organization.
Keywords: Social network; Strategy; Non-profit Organizations (search for similar items in EconPapers)
Date: 2012
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Persistent link: https://EconPapers.repec.org/RePEc:ucc:reveco:num_6_feb_2012_004
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