Friday, June 8, 2012

Strategic Multiplexity Strategic Organization 10,3 (2012) 215-222

Research on organizational networks revolves around two broad themes – the organizational consequences
of networks and the determinants of network dynamics. In most studies we take an oversimplified view of networks by assuming away their multiplexity. We examine selected kinds of relationships, be they alliances between firms (Gulati, 1995), underwriting syndicates (Baum et al., 2010), market exchanges between buyers and suppliers (Baker, 1990), board interlocks (Davis and Greve, 1997), individuals’ career movements across organizations (Rosenkopf and Almeida, 2003) or organizations’ joint memberships in technology standard setting committees (Dokko and Rosenkopf, 2010). However, if all of these relationships matter, then by focusing on each one of them in isolation, we are missing a possibility to examine how multiple kinds of relationships could simultaneously affect network dynamics and network outcomes (Gulati and Westphal, 1999).