Interorganizational networks within the contextual content: The example of durable home appliances sector
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Abstract (EN)
Questions such as what type of network relations organizations establish with the others and how they locate themselves within the structure for their own benefit are subject to arguments in organization theory. Network and embeddedness studies which focus on network relations ignore possible effects of institutional context on networks. For this reason, this study aims to search the relation between interorganizational networks and macroinstitutional context.. For this purpose Whitley?s (1992) ?National Business Systems? approach has been used that emphasizes formation of different business organizations are due to the roles of major institutions such as the state and financial system in an economy. The research conducted on two organizations established before 1980 and after 1980 where a significant difference exists in terms of state intervention to the economy in Turkey. Two firms were chosen from the durable home appliances sector. Their network connections were determined, classified and analyzed. The research results supported the main idea and purpose of this study. After the comparison it was found that the ratio of strong ties of the firm established before 1980 being higher than the firm established after 1980. It was found that the ratio of weak ties of the firm established after 1980 higher than the firm established before 1980. The internal brokerage roles which strengthen in group cohesion was found higher in the firm established before 1980, the external brokerage roles which provide organizations connections with the others in the external environment was found higher in the firm established after 1980?s.
Author
Hulusi Cenk Sözen
Institution

Başkent University
Division of Management and Organization
How to Cite
Hulusi Cenk Sözen (Doctorate thesis). Interorganizational networks within the contextual content: The example of durable home appliances sector, 2007, Başkent University.
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