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Environmental and organizational determinants of external networking

Andrews, Rhys William ORCID:, Boyne, George Alexander, Meier, Kenneth John ORCID:, O'Toole, Laurence J. and Walker, Richard Mark 2011. Environmental and organizational determinants of external networking. American Review of Public Administration 41 (4) , pp. 355-374. 10.1177/0275074010382036

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According to recent organizational theories, external networking by managers is likely to reflect the external and internal characteristics of organizations. In particular, contingency theories assume that uncertain environments and innovative strategies lead to more external networking, while both contingency and structural hole theories suggest that networking is more likely in organizations with decentralized, informal, and specialized structures. Developing such explicit theoretical expectations is an important research objective, and an initial effort along these lines is provided by this article. We also test these expectations by analyzing environmental and organizational determinants of variations in external networking by managers of English local governments in 2007. The empirical results show that “loose” organizational structures and diverse stakeholder demands are positively associated with networking, but that defensive and reactive strategies, along with unpredictable stakeholder demands, are negatively associated.

Item Type: Article
Date Type: Publication
Status: Published
Schools: Business (Including Economics)
Geography and Planning (GEOPL)
Subjects: H Social Sciences > HD Industries. Land use. Labor > HD28 Management. Industrial Management
H Social Sciences > HG Finance
H Social Sciences > HJ Public Finance
J Political Science > JN Political institutions (Europe) > JN101 Great Britain
J Political Science > JS Local government Municipal government
Uncontrolled Keywords: Networking ; Strategy ; Structure ; Environment ; Local government ; England.
Publisher: SAGE Publications
ISSN: 0275-0740
Last Modified: 19 Oct 2022 08:33

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