Weak organizational actors can overcome the consequences of their dependence by securing the control of valuable resources or by embedding dependence relationships into social networks. While these strategies may not eliminate the underlying dependence, they can curtail the ability or the willingness of the stronger party to use power. Embedding strategies, however, can also have unintended consequences. Because the network structures that confer power to the weak are inherently more stable, they can persist beyond the point of being beneficial, trapping weak actors into unsuitable network structures. The power of the weak can thus become the weakness of the strong.
Dependence, networks, power, agency, influence
Organizational Behavior and Theory | Strategic Management Policy
Strategy and Organisation
Contemporary Perspectives on Organizational Social Network Analysis
Brass, Daniel J.; et al.
City or Country
GARGIULO, Martin and ERTUG, Gokhan.
The Power of the Weak. (2014). Contemporary Perspectives on Organizational Social Network Analysis. 40, 179-198. Research Collection Lee Kong Chian School Of Business.
Available at: http://ink.library.smu.edu.sg/lkcsb_research/3417
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