September 1, 2012- February 1, 2013
Yuval Kalish (Tel Aviv University)
Amalya Oliver (The Hebrew University)
Organizational networks are collaborative systems between organizations that are structured to achieve certain goals. The principle rationale behind organizational networks is that no single organization can achieve its stated outcome by itself due to resource constraints. The resources that are gained from the networks are funding, capabilities, knowledge and learning, legitimacy, consulting and more. While organizations need to collaborate, there are additional factors that hinder these collaborations. These include competition, knowledge protection, free riding, opportunism, inertia, lack of trust and fragility. All these elements are embedded in the process of collaborations and are not well developed in the literature.
Organizational network research is based on sociological and strategy system theories coupled with advanced statistical and algebraic methods on the one hand, and qualitative case studies and egocentric approaches on the other. This area, while witnessing significant growth over the past several years, was mainly characterized by cross-sectional approaches (one-time measurements). The group will focus on areas that are, as yes, not well developed in the general network research fild, and specifically within the overall organizational network domain, i.e. naming patterns of organizational network processes. We have identified three main directions in organizational research - learning networks, temporary network systems and development of networks. Examples of complexities and tensions associated with processes within networks are those that exist between collaboration and competition, innovation and inertia, stability and fragility.