Book contents
- Organization outside Organizations
- Organization outside Organizations
- Copyright page
- Contents
- Preface
- Contributors
- Introduction
- Part 1 Rules, Sanctions, Membership
- Part 2 Organization in and around Markets
- Part 3 Networks and Other Social Relationships
- 9 The Inter-Firm Network as Partial Organization?
- 10 An Organized Network: World Economic Forum and the Partial Organizing of Global Agendas
- 11 Organizing Intimacy
- 12 How Is ‘Organized Crime’ Organized?
- 13 Brotherhood as an Organized Social Relationship
- Part 4 Social Movements and Collective Action
- Part 5 The Partial Organization of Formal Organizations
- Conclusion
- Index
- References
9 - The Inter-Firm Network as Partial Organization?
from Part 3 - Networks and Other Social Relationships
Published online by Cambridge University Press: 11 July 2019
By
Book contents
- Organization outside Organizations
- Organization outside Organizations
- Copyright page
- Contents
- Preface
- Contributors
- Introduction
- Part 1 Rules, Sanctions, Membership
- Part 2 Organization in and around Markets
- Part 3 Networks and Other Social Relationships
- 9 The Inter-Firm Network as Partial Organization?
- 10 An Organized Network: World Economic Forum and the Partial Organizing of Global Agendas
- 11 Organizing Intimacy
- 12 How Is ‘Organized Crime’ Organized?
- 13 Brotherhood as an Organized Social Relationship
- Part 4 Social Movements and Collective Action
- Part 5 The Partial Organization of Formal Organizations
- Conclusion
- Index
- References
Summary
The objective of this chapter is to explore the potential of the partial-organization concept as applied to the analysis of inter-firm networks as a form of economic governance that is created, reproduced or transformed with the help of network management practices. Key insights that the partial-organization perspective can provide into the process and the outcome of organizing and managing inter-firm networks are discussed. Inter-firm networks are conceived as partial organization of more or less complete formal organizations. Under specific circumstances, inter-firm networks could even be considered, at least in some aspects, as being even more organized than organizations. With regard to insights into the dynamics of this organizational form the chapter argues that the concept of partial organization helps to understand the development of this form from initial market relationships as well as from hierarchical organizations
Keywords
- Type
- Chapter
- Information
- Organization outside OrganizationsThe Abundance of Partial Organization in Social Life, pp. 191 - 211Publisher: Cambridge University PressPrint publication year: 2019
References
Ahrne, G. & Brunsson, N. (2011) Organization outside Organizations: The Significance of Partial Organization. Organization 18(1): 83–104.CrossRefGoogle Scholar
Ahrne, G., Brunsson, N., & Seidl, D. (2016) Resurrecting Organizations by Going beyond Organizations. European Management Journal 34(2): 93–101.CrossRefGoogle Scholar
Aoki, K. & Wilhelm, M. (2017) The Role of Ambidexterity in Managing Buyer-Supplier Relationships: The Toyota Case. Organization Science 28(6): 1080–97.Google Scholar
Apelt, M., Besio, C., Corsi, G., von Groddeck, V., Grothe-Hammer, M., & Tacke, V. (2017) Resurrecting Organization without Renouncing Society: A Response to Ahrne, Brunsson and Seidl. European Management Journal 35(1): 8–14.Google Scholar
Arndt, J. (1979) Toward a Concept of Domesticated Markets. Journal of Marketing, 43(4): 69–75.CrossRefGoogle Scholar
Bartelings, J. A., Goedee, J., Raab, J., & Bijl, R. (2017) The Nature of Orchestrational Work. Public Management Review 19(3): 342–60.Google Scholar
Berends, H., van Burg, E., & van Raaij, E. M. (2011) Contacts and Contracts: Cross-Level Network Dynamics in the Development of an Aircraft Material. Organization Science 22: 940–60.Google Scholar
Berthod, O., Grothe-Hammer, M., Müller-Seitz, G., Raab, J., & Sydow, J. (2017) From High-Reliability Organizations to High-Reliability Networks: The Dynamics of Network Governance in the Face of Emergency. Journal of Public Administration Theory 27(2): 352–71.Google Scholar
Borgatti, S. P. & Halgin, D. S. (2011) On Network Theory. Organization Science 22(5): 1168–81.Google Scholar
Brass, D. J., Galaskiewicz, J., Greve, H. R., & Tsai, W. (2004) Taking Stock of Networks and Organizations: A Multilevel Perspective. Academy of Management Journal 47: 795–817.Google Scholar
Brunsson, N. (1989) The Organization of Hypocrisy: Talk, Decisions and Actions in Organizations. Chichester: Wiley.Google Scholar
Das, T. K. & Teng, B.-S. (2000) Instabilities of Strategic Alliances: An Internal Tension Perspective. Organization Science 11(1): 77–101.Google Scholar
Davis, G. F. (2016) The Vanishing American Corporation. San Francisco: Berrett-Koehler.Google Scholar
De Rond, M. & Bouchikhi, H. (2004) On the Dialectics of Strategic Alliance. Organization Science 15(1): 56–69.Google Scholar
DiMaggio, P. J. & Powell, W. W. (1983) The Iron Cage Revisited: Institutional Isomorphism and Collective Rationality in Organizational Fields. American Sociological Review 48: 147–60.CrossRefGoogle Scholar
Dobusch, L. & Schoeneborn, D. (2015) Fluidity, Identity, and Organizationality: The Communicative Constitution of Anonymous. Journal of Management Studies 52(8): 1005–35.Google Scholar
Doz, Y. L., Olk, P. M., & Ring, P. S. (2000) Formation Processes of R&D Consortia: Which Path to Take? Where Does It Lead? Strategic Management Journal 21(SI): 239–66.Google Scholar
Dyer, J. H. & Nobeoka, K. (2000) Creating and Managing a High-Performance Knowledge-Sharing Network: The Toyota Case. Strategic Management Journal 21(SI): 345–67.Google Scholar
Emirbayer, M. (1997) Manifesto for a Relational Sociology. American Journal of Sociology 103(2): 281–317.Google Scholar
Farjoun, M. (2010) Beyond Dualism: Stability and Change as a Duality. Academy of Management Review 35(2): 202‒25.Google Scholar
Fortwengel, J., Schüßler, E., & Sydow, J. (2017) Studying Organizational Creativity as Process: Fluidity or duality? Creativity and Innovation Management 26(1): 5–16.CrossRefGoogle Scholar
Garud, R. & Kumaraswamy, A. (2005) Vicious and Virtuous Circles in the Management of Knowledge: The Case of Infosys Technologies. MIS Quarterly 29(1): 9–33.Google Scholar
Garud, R., Simpson, B., Langley, A., & Tsoukas, H. (2015) Introduction: How does novelty emerge. In Garud, R., Simpson, B., Langley, A., & Tsoukas, H. (eds.), The Emergence of Novelty in Organizations. Oxford: Oxford University Press. 1–24.CrossRefGoogle Scholar
Halinen, A., Salmi, A., & Havila, V. (1999) From Dyadic Change to Changing Business Networks: An Analytical Framework. Journal of Management Studies 36(6): 779–94.CrossRefGoogle Scholar
Heckscher, C. & Donnellon, A. (1994) The Post-bureaucratic Organization. Thousand Oaks: SAGE.Google Scholar
Hennig, M., Brandese, U., Pfeffer, J., & Mergel, I. (2012) Studying Social Networks. Frankfurt: Campus.Google Scholar
Hibbert, P. & Huxham, C. (2010) The Past in Play: Tradition in the Structures of Collaboration. Organization Studies 31(5): 525–54.Google Scholar
Jarillo, J. C. (1988) On Strategic Networks. Strategic Management Journal 9(1): 31–41.Google Scholar
Jones, C., Hesterly, W. S., & Borgatti, S. P. (1997) General Theory of Network Governance: Exchange Conditions and Social Mechanisms. Academy of Management Review 22(4): 911–45.Google Scholar
Kleinaltenkamp, M., Plinke, W., & Geiger, I. (eds.) (2015) Business Relationship Marketing and Management – Mastering Business Markets. Wiesbaden: Gabler.Google Scholar
Lorenzoni, G. & Baden-Fuller, C. (1995) Creating a Strategic Center to Manage a Web of Partners. California Management Review 37(3): 146–63.Google Scholar
Majchrzak, A., Jarvenpaa, S. L., & Bagherzadeh, M. (2015) A Review of Inter-Organizational Collaboration Dynamics. Journal of Management 41: 1338–60.CrossRefGoogle Scholar
Masuch, M. (1985) Vicious Circles in Organizations. Administrative Science Quarterly 29: 14–33.Google Scholar
Miles, R. E. & Snow, C. C. (1986) Organizations: New Concepts for New Forms. California Management Review 28(2): 62–73.Google Scholar
Powell, W. W. (1990) Neither Market nor Hierarchy: Network Forms of Organization. Research in Organizational Behavior 12: 295–336.Google Scholar
Provan, K. G., Beyer, J. M., & Kruytbosch, C. (1980) Environmental Linkages and Power in Resource Dependence Relations between Organizations. Administrative Science Quarterly 25(6): 200–25.Google Scholar
Provan, K. G., Fish, A., & Sydow, J. (2007) Inter-Organizational Networks at the Network Level: a Review of the Empirical Literature on Whole Networks. Journal of Management 33(3): 479–516.Google Scholar
Provan, K. G. & Kenis, P. N. (2008) Modes of Network Governance: Structure, Management, and Effectiveness. Journal of Public Administration Research and Theory 18: 229–52.Google Scholar
Raab, J. & Kenis, P. (2009) Heading toward a Society of Networks: Empirical Developments and Theoretical Challenges. Journal of Management Inquiry 18(3): 198–210.Google Scholar
Rometsch, M. & Sydow, J. (2006) On Identities of Networks and Organizations – The Case of Franchising. In Kornberger, M. & Gudergan, S. (eds.), Only Connect: Neat Words, Networks and Identities. Copenhagen: Liber & Copenhagen Business School Press. 19–47.Google Scholar
Schreyögg, G. & Sydow, J. (2010) Organizing for Fluidity? On the Dilemmas of New Organizational Forms. Organization Science 21(6): 1251–62.Google Scholar
Schreyögg, G. & Sydow, J. (eds.) (2013) Self-Reinforcing Processes in and among Organizations. London: Palgrave Macmillan.Google Scholar
Seidl, D. & Becker, K. H. (eds.) (2006) Niklas Luhmann and Organization Studies. Copenhagen: Liber.Google Scholar
Sydow, J., Schüßler, E., & Müller-Seitz, G. (2016) Managing Inter-Organizational Relations. London: Palgrave Macmillan.Google Scholar
Sydow, J. & Windeler, A. (1998) Organizing and Evaluating Interfirm Networks: A Structurationist Perspective on Network Processes and Effectiveness. Organization Science 9(3): 265–84.Google Scholar
Walker, G., Kogut, B., & Shan, W. (1997) Social Capital, Structural Holes and the Formation of an Industry Network. Organization Science 8(2): 109–25.Google Scholar
Williamson, O. E. (1991) Comparative Economic Organization: The Analysis of Discrete Structural Alternatives. Administrative Science Quarterly 36(2): 269–96.Google Scholar
Wilhelm, M. (2011) Managing Coopetition through Horizontal Supply Chain Relations: Linking Dyadic and Network Levels of Analysis. Journal of Operations Management 29(7/8): 663–76.Google Scholar
- 4
- Cited by