Research at the intersection of social networks and strategic
management identifies a range of performance-enhancing network
position advantages - access to partners, information, innovation,
and resources - that are distributed differentially across network
positions. While research indicates how network positions can be
used to advantage, it says little about how these positions are
established, sustained, and destroyed, and so we know little about
the role of actors' strategic goals and self-interests in shaping
network structures."Volume 25 of Advances in Strategic Management"
aims to inspire a shift from discussions of network effects to
network processes. Each chapter contributes to the crafting of a
more dynamic view that increases our understanding of the origins,
evolution and decay of network structures, positions and their
associated advantages.
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