The impact of organizational network on organizational field towards isomorphism and change: Çankrı case

This study aims at examining the influences of a network structure among a group of organizations, which differ in size and sector but share same geographic field, on the isomorphism and change in terms of adopting certain organizational structures, processes and practices. The theoretical framework of this research is developed to examine the influences of embeddedness in a network, tie strength, structural holes, centrality, and organizational power on the isomorphism and change in organizational field. The data collected from 39 owner-managers of companies in Çankırı through interview technique indicate that organizations that have more central position and power (organizational and political) increase diversity in the field. In contrast, organizations that span structural holes (inside and outside) lead to isomorphism in organizational field. These findings also indicate that closeness network relations influence organizations in terms of isomorphism. But weather the firm develops the same or a different organizational form in organizational area is not correspondingly determined. Although this research implies a relationship between the network ties? properties and innovation adaptation time, the direction of the relations are not apparently designated for strong ties, structural holes and organizational power. On the other hand, organizations that have political power and more central position are designated as early adopters of new practices. The findings also suggest that organizations which have multiple positions in the network influence isomorphism and organizational change. However, this influence seems to be dependent upon the normative mimetic nature of organizational behavior.Keywords: Institutional theory, networks, organizational isomorphism, organizational change.