Networks, Persistence and Change—A Path Dependence Perspective

Jörg Sydow ()
Additional contact information
Jörg Sydow: Management Department

Chapter 5 in Management of Permanent Change, 2015, pp 89-101 from Springer

Abstract: Abstract The network form of organizing is usually considered to provide organizations with the strategic flexibility needed to survive in increasingly turbulent environments. At the same time, empirical research demonstrates that the network form—not least strategic alliances, regional networks and clusters, and global production and supply networks—runs the risk of becoming inert over time, reducing not only the networks’ strategic flexibility but also making organizational change increasingly difficult. Upon closer inspection, some of the structural inertia or institutional persistencies of this form may turn out to result from organizational path dependencies which are particularly difficult to detect and to overcome. It is argued that the emerging theory of organizational path dependence that builds on previous economic and institutional approaches in this field may be particularly helpful in this respect.

Keywords: Network Member; Path Dependency; Strategic Alliance; Dynamic Capability; Focal Organization (search for similar items in EconPapers)
Date: 2015
References: Add references at CitEc
Citations:

There are no downloads for this item, see the EconPapers FAQ for hints about obtaining it.

Related works:
This item may be available elsewhere in EconPapers: Search for items with the same title.

Export reference: BibTeX RIS (EndNote, ProCite, RefMan) HTML/Text

Persistent link: https://EconPapers.repec.org/RePEc:spr:sprchp:978-3-658-05014-6_5

Ordering information: This item can be ordered from
http://www.springer.com/9783658050146

DOI: 10.1007/978-3-658-05014-6_5

Access Statistics for this chapter

More chapters in Springer Books from Springer
Bibliographic data for series maintained by Sonal Shukla () and Springer Nature Abstracting and Indexing ().