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Social Networks: A strategy for non-profit organizations

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  • Osmar Arandia Pérez
  • Luis Portales Derbéz

Abstract

On recent years, researchers in management and strategic management have developed a common interest in social capital, and social network, as a possibility for the organizations to enhance their performance. The strategic network perspective avers that the embeddedness of firms in networks of external relationships with other organizations holds significant implications for firm performance (Zaheer & Bell, 2005). Zaheer and Bell (2005) suggest that firms with superior network structures may be better able to exploit their internal capabilities in order to enhance their performance. Also we can consider that the level of maturity of the organizations enhances their centrality degree, and in addition of this idea, we can assume that an organization at the center of a network is a better performer than organizations located in the structural holes of the network (Ahuja, Galleta & Carley, 2003). Our aim is to understand the influence of the maturity of a non-profit organization in its position on a network, and to determine whether or not this position affects the performance of the organization.

Suggested Citation

  • Osmar Arandia Pérez & Luis Portales Derbéz, 2012. "Social Networks: A strategy for non-profit organizations," Revista Observatorio Calasanz, Universidad Cristobal Colon, Dpto. de Investigacion y Posgrado, vol. 3(6), pages .362-378, Febrero.
    • Handle: RePEc:ucc:reveco:num_6_feb_2012_004
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    References listed on IDEAS

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    1. Akbar Zaheer & Geoffrey G. Bell, 2005. "Benefiting from network position: firm capabilities, structural holes, and performance," Strategic Management Journal, Wiley Blackwell, vol. 26(9), pages 809-825, September.
    2. Manju K. Ahuja & Dennis F. Galletta & Kathleen M. Carley, 2003. "Individual Centrality and Performance in Virtual R& D Groups: An Empirical Study," Management Science, INFORMS, vol. 49(1), pages 21-38, January.
    3. Ingo Bode, 2006. "Co-governance within networks and the non-profit -- for-profit divide," Public Management Review, Taylor & Francis Journals, vol. 8(4), pages 551-566, December.
    4. Celine Chew, 2006. "Positioning and its strategic relevance," Public Management Review, Taylor & Francis Journals, vol. 8(2), pages 333-350, June.
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