This is the accepted version of the paper.This version of the publication may differ from the final published version. Permanent repository link Forthcoming in Strategic Organization 1The social and economic bases of network multiplexity: Exploring the emergence of multiplex ties AbstractThe goal of this paper is to shed light on the role of tie content in the evolution of multiplex ties -i.e., ties featuring both an economic and a social component -in interorganizational networks. We clarify and extend the theoretical framework on network multiplexity by testing the extent to which two distinct tie content-related logics -social interaction and economic exchange -and their underlying mechanisms lead to the emergence of multiplex ties. Results from a longitudinal network analysis of firms located in an Italian multimedia cluster support our hypotheses, confirming that both social and economic drivers contribute to the emergence of network multiplexity, and that social ties have a stronger impact than economic ties on this process, thus providing further insight into the microdynamics of network evolution.

The attached pre-print version is slightly different from the published article. The article was previously entitled: "Where and How Much Does Social Capital Matter? Core and Peripheral Relational Stability as Determinants of Organizational Performance".International audienceIn this paper we adopt a core-periphery approach to specify the direct and indirect effects of social capital on organizational performance. We suggest that social capital deriving from stable task relationships between organizational members has a direct positive effect on organizational performance. Said effect depends, in both strength and functional form, on whether actors involved in stable dyads are located at the core or at the periphery of the organization. We also argue that core and peripheral social capital affect performance indirectly by moderating the organization’s ability to leverage its human capital to improve performance. Results from a 48-year study of the National Basketball Association support our arguments and bear important implications for strategic human resource practices and organizational performance in competitive settings

Research summary: Multi‐party alliances rely on partners' willingness to commit and pool their efforts in joint endeavors. However, partners face the dilemma of how much to commit to the alliance. We shed light on this issue by analyzing the relationship between partners' free‐riding—defined as their effort‐withholding—and their perceptions of alliance effectiveness and peers' collaboration. Specifically, we posit a U‐shaped relationship between partners' subjective evaluations of alliance effectiveness and their free‐riding. We also hypothesize a negative relation between partners' perceptions of the collaboration of peer organizations and their free‐riding. Results from a mixed‐method study—combining regression analysis of primary data on a major inter‐organizational research consortium and evidence from two experimental designs—support our hypotheses, bearing implications for the multi‐party alliances literature. Managerial summary: Free‐riding is a major concern in multi‐party alliances such as large research consortia, since the performance of these governance forms hinges on the joint contribution of multiple partners that often operate according to different logics (e.g., universities, firms, and government agencies). We show that, in such alliances, partners' perceptions have relevant implications for their willingness to contribute to the consortium's shared goals. Specifically, we find that partners free‐ride more—that is, contribute less—when they perceive the effectiveness of the overall alliance to be either very low or very high. Partners also gauge their commitment to the alliance on the perception of the effort of their peers—that is, other organizations similar to them. These findings provide managers of multi‐party alliances with additional levers to motivate partners to contribute fairly to such joint endeavor. Copyright © 2015 John Wiley & Sons, Ltd.

Structuration theory (ST) and network analysis are promising approaches for studying the emergence of communication networks. We offer a model that integrates the conceptual richness of structuration with the precision of relevant concepts and mechanisms offered from communication network research. We leverage methodological advancements (i.e., stochastic actor-oriented models) to test hypotheses deduced from ST using longitudinal communication network data collected over a two-year period. Results indicate that while structural rules external to a social network play a significant role, internal structural rules that emerge from the aggregate of individual actions during previous time periods also predict current structures, and that the reification influence of the latter is greater than that of the external factors.