Samenvatting
Relations and Networks in Organizations
2021-2022
HC1 Relations and networks in organizations............................................................................2
HC2 Definitions, types and characteristics of relationships between organizations and
networks of organizations...........................................................................................................4
HC 3 Relational Thinking and Network Analysis.......................................................................10
HC 4 Relational Thinking and Network Analysis.......................................................................15
HC 5 Determinants of inter-organizational Relations...............................................................18
HC6 Configurations of knowledge transfer relations: an empirically taxonomy and its
determinants.............................................................................................................................22
HC7 Consequences of networks and relations at the organizational level..............................27
HC8 Consequences of networks and relations at the organizational level..............................30
HC 9 Dynamics of inter-organizational attachments: auditor-client relationships..................33
HC11 Management of inter-organizational relationships and networks.................................35
HC 12 Inter-organizational network effectiveness...................................................................37
HC13 Practitioner Insights – Managing inter-organizational networks: The life of a network
manager....................................................................................................................................41
, HC1 Relations and networks in organizations
Main aim of this course:
How do organizations connect to their environment?
To recognize, describe, analyze, explain, and assess relations between
organizations and of organizational networks
ION: Interorganizational networks
IOR: Interorganizational relations
The myth of individualism & the relational basis of success
Social capital:
Social: resources available in and through personal and business networks.
Capital: it is productive, it creates value (e.g., information, business opportunities, financial
resources, power, emotional support, trust, cooperation, and so on.)
Social capital is not a feature of an entity (attribute variable), but it is a feature of a
relationship (relational variable)
Relational variables often have a equal/higher explanatory power than attribute variables.
“The friction is that society consists of a set of independent individuals, each of
whom acts to achieve goals that are independently arrived at, and that the
functioning of the social system consists of the combination of these actions of
independent individuals.” (James Coleman)
What organizations do OR not do a lot has to do with relations
IORs and IONsL a relational view of organizations
Social capital and IORs and IONs (Baker, 2000)
Interorganizational networks are “relatively enduring transactions, flows, and linkages that
occur among and between an organization and one or more organizations in its
environment” (Oliver 1990: 241)
,Relationships and networks of organizations are about the exchange and low of resources
between organizations.
For an individual organization, relations and networks mean access to and
dependency on resources (e.g., information, ideas, reputation, trust).
The notion of ‘social capital’ captures the resources available through relationships
and networks, i.e., relational view of organizations.
Social capital and success: Multi-level effect
Individual success and performance
Talent: Nature or nurture? Relations are important for developing talents
Intelligence: genetically determined but also developed and strengthened by
relations (social interactions, quality of education)
Education: writing and reading skills are a result of social interaction
Dedication: supportive settings (e.g. friends and family)
Chance: the importance of spider web networks.
, HC2 Definitions, types and characteristics of relationships
between organizations and networks of organizations
Relations between organizations and networks of organizations
An example of a social relation ties
Open vs closed systems
Network is the social structure between the system/org
and the environment.
And more important what you can do as a
manager
Input and output
Inputs from the outside, then you do something and
that results in output.
Environmental and its components.
Different companies have to work together to make 1.
supply chain.
E.g. sufficiency, cyber security.
Pestel analysis
A framework.
One of the first things to do when building
business.
Op die manier kijk je via verschillende
perspectieven naar je business plan
Relations and Networks in Organizations
2021-2022
HC1 Relations and networks in organizations............................................................................2
HC2 Definitions, types and characteristics of relationships between organizations and
networks of organizations...........................................................................................................4
HC 3 Relational Thinking and Network Analysis.......................................................................10
HC 4 Relational Thinking and Network Analysis.......................................................................15
HC 5 Determinants of inter-organizational Relations...............................................................18
HC6 Configurations of knowledge transfer relations: an empirically taxonomy and its
determinants.............................................................................................................................22
HC7 Consequences of networks and relations at the organizational level..............................27
HC8 Consequences of networks and relations at the organizational level..............................30
HC 9 Dynamics of inter-organizational attachments: auditor-client relationships..................33
HC11 Management of inter-organizational relationships and networks.................................35
HC 12 Inter-organizational network effectiveness...................................................................37
HC13 Practitioner Insights – Managing inter-organizational networks: The life of a network
manager....................................................................................................................................41
, HC1 Relations and networks in organizations
Main aim of this course:
How do organizations connect to their environment?
To recognize, describe, analyze, explain, and assess relations between
organizations and of organizational networks
ION: Interorganizational networks
IOR: Interorganizational relations
The myth of individualism & the relational basis of success
Social capital:
Social: resources available in and through personal and business networks.
Capital: it is productive, it creates value (e.g., information, business opportunities, financial
resources, power, emotional support, trust, cooperation, and so on.)
Social capital is not a feature of an entity (attribute variable), but it is a feature of a
relationship (relational variable)
Relational variables often have a equal/higher explanatory power than attribute variables.
“The friction is that society consists of a set of independent individuals, each of
whom acts to achieve goals that are independently arrived at, and that the
functioning of the social system consists of the combination of these actions of
independent individuals.” (James Coleman)
What organizations do OR not do a lot has to do with relations
IORs and IONsL a relational view of organizations
Social capital and IORs and IONs (Baker, 2000)
Interorganizational networks are “relatively enduring transactions, flows, and linkages that
occur among and between an organization and one or more organizations in its
environment” (Oliver 1990: 241)
,Relationships and networks of organizations are about the exchange and low of resources
between organizations.
For an individual organization, relations and networks mean access to and
dependency on resources (e.g., information, ideas, reputation, trust).
The notion of ‘social capital’ captures the resources available through relationships
and networks, i.e., relational view of organizations.
Social capital and success: Multi-level effect
Individual success and performance
Talent: Nature or nurture? Relations are important for developing talents
Intelligence: genetically determined but also developed and strengthened by
relations (social interactions, quality of education)
Education: writing and reading skills are a result of social interaction
Dedication: supportive settings (e.g. friends and family)
Chance: the importance of spider web networks.
, HC2 Definitions, types and characteristics of relationships
between organizations and networks of organizations
Relations between organizations and networks of organizations
An example of a social relation ties
Open vs closed systems
Network is the social structure between the system/org
and the environment.
And more important what you can do as a
manager
Input and output
Inputs from the outside, then you do something and
that results in output.
Environmental and its components.
Different companies have to work together to make 1.
supply chain.
E.g. sufficiency, cyber security.
Pestel analysis
A framework.
One of the first things to do when building
business.
Op die manier kijk je via verschillende
perspectieven naar je business plan
