Publication Type

Book Chapter

Version

Postprint

Publication Date

2-2014

Abstract

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.

Keywords

Dependence, networks, power, agency, influence

Discipline

Organizational Behavior and Theory | Strategic Management Policy

Research Areas

Strategy and Organisation

Publication

Contemporary Perspectives on Organizational Social Network Analysis

Volume

40

Editor

Brass, Daniel J.; et al.

First Page

179

Last Page

198

ISBN

9781783507528

Identifier

10.1108/S0733-558X(2014)0000040009

Publisher

Emerald

City or Country

Bingley

Copyright Owner and License

Authors

Additional URL

http://dx.doi.org/10.1108/S0733-558X(2014)0000040009

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