Research into network formation generally takes one of two approaches. Either it examines the outcomes of variations in the context and motives of the formation without examining the dynamics of the process, or it identifies the sequence of activities during the formation but does not examine variations within the formation. In this paper we complement both approaches by examining variations within the formation process and their consequences. We take an exploratory approach. Our analysis of survey data collected on the formation process of 53 R&D consortia reveals two distinct formation paths. The first involves emergent processes, developing from changes in the environment and a common interest and similar views among potential members. In the second, the process appears to be engineered—a triggering entity actively recruits potential members to join in the consortium. We conclude the paper with propositions on the importance of these formation types for the development of strategic networks. Copyright © 2000 John Wiley & Sons, Ltd.

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Friendship affects individual and organizational well-being through direct relations, social positions, and complex network structures. In this study, the authors use longitudinal data from 2 groups of master's of business administration students to increase understanding of how friendship networks develop. The authors propose and test a dynamic model in which attribute similarity facilitates dyadic friendship ties, as well as similar network centrality and social position; early friendship increases later similarity in structural position and centrality; and early structural similarity enhances the likelihood of future friendship. Findings largely supported the model, demonstrating how homophily and early social contacts can jointly shape maturing friendship networks.

Special issues of scholarly journals have become more common during the last decade of management research. We review this trend and assess the effectiveness of special issues for knowledge dissemination. Methods include interviews with journal editors, compiling data on time to publication and on impact and quality of special issues for five mainstream management journals, and a case study chronicling the creation of the Organization Science special issue on “Knowledge, Knowing, and Organizations.” The findings show that journal special issue articles appear to be published more quickly than regular issue articles (time to publication), and for three of the five journals there is a significant difference in impact (measured as citation counts per article) when special and regular issue articles are compared. Further, we find evidence of greater variation in the quality of special issue articles compared to regular issue articles, although this reflects special issues publishing exceptional articles rather than the inclusion of substandard ones. The case analysis suggests that a series of preconferences on a common topic prior to a special issue did not appear to impact the type of papers submitted to or published in the special issue. We discuss the role of special issues and preconferences in knowledge development in organization science.

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