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The Embeddedness View and Network Analysis

In: Power and Influence

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  • Deborah E. Lange

Abstract

In organizational strategic decision making, decision-making processes are often not as transparent as we may like them to be; external influences interfere prior to formal meetings in which decisions are made (Baehr & Gordenker, 2005). These external influences are related to the embeddedness of organizational actors in networks and this affects the actors’ decisions in the focal forum. This chapter introduces the embeddedness view that is useful for theorizing about this process. Also, it introduces some network concepts that are used later to develop more specific constructs related to embeddedness. Specifically, this study investigates whether and how external international networks influence decisions in the UNGA, thefocal forum; these are the effects of embeddedness. The international networks that build the embeddedness include those of trade, military alliances, diplomatic visits, and intergovernmental organizations. The concepts and dynamics are of interest because they generally inform us about power and influence in strategic management and international relations contexts. However, this chapter will tend to discuss the embeddedness view and networks from a management point of view because this has been the more recent context of scholarship. Later chapters will clarify the correspondence of these concepts with international relations theory.

Suggested Citation

  • Deborah E. Lange, 2010. "The Embeddedness View and Network Analysis," Palgrave Macmillan Books, in: Power and Influence, chapter 0, pages 9-22, Palgrave Macmillan.
    • Handle: RePEc:pal:palchp:978-0-230-11554-5_2
    DOI: 10.1057/9780230115545_2
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