Publication Type
Book Chapter
Version
acceptedVersion
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
Citation
GARGIULO, Martin and ERTUG, Gokhan.
The Power of the Weak. (2014). Contemporary Perspectives on Organizational Social Network Analysis. 40, 179-198.
Available at: https://ink.library.smu.edu.sg/lkcsb_research/3417
Copyright Owner and License
Authors
Creative Commons License
This work is licensed under a Creative Commons Attribution-NonCommercial-No Derivative Works 4.0 International License.
Additional URL
https://doi.org/10.1108/S0733-558X(2014)0000040009