Framing interorganizational network change: A network inertia perspective

Kim, T-Y.; Hongseok, O.; Swaminathan, A.

doi:10.5465/amr.2006.21318926

Framing interorganizational network change: A network inertia perspective

Kim, T-Y.; Hongseok, O.; Swaminathan, A.

Authors

T-Y. Kim

O. Hongseok

A. Swaminathan

Abstract

We introduce the construct of network inertia, referring to a persistent organizational resistance to changing interorganizational network ties or difficulties that an organization faces when it attempts to dissolve old relationships and form new network ties. Previous research has neglected the process of network change in favor of an emphasis on identifying beneficial content effects of networks. We emphasize the constraints on network change and propose a multilevel conceptual model relating key sources of network inertia to changes in network ties. We also discuss the implications of network inertia for the evolution of networks.

Citation

Kim, T., Hongseok, O., & Swaminathan, A. (2006). Framing interorganizational network change: A network inertia perspective. Academy of Management Review, 31(3), 704-720. https://doi.org/10.5465/amr.2006.21318926

Journal Article Type	Article
Publication Date	Jul 1, 2006
Deposit Date	Aug 27, 2008
Publicly Available Date	Dec 1, 2017
Journal	Academy of Management Review
Print ISSN	0363-7425
Electronic ISSN	1930-3807
Publisher	Academy of Management
Peer Reviewed	Peer Reviewed
Volume	31
Issue	3
Pages	704-720
DOI	https://doi.org/10.5465/amr.2006.21318926
Public URL	https://durham-repository.worktribe.com/output/1539275