Policy Networks

Knoke, David

doi:10.4135/9781446294413.n15

Cited by 124 publications

(136 citation statements)

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“…We used the proportion of proactive (number of strategy → environment links/total links in the causal map) and deterministic (environment → strategy links/total links in the causal map) causal links to identify the relative importance of these links (Carley and Palmquist, 1992;Knoke and Kuklinsky, 1982).…”

Section: Proactive and Deterministic Environment-strategy Logicsmentioning

confidence: 99%

Environmental context, managerial cognition, and strategic action: an integrated view

Nadkarni

Barr

2008

Strategic Management Journal

511

466

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This study addresses an apparent disconnect between two views of strategic action: the ‘economic view,’ which contends that industry structure is the primary influence on strategic action, and the ‘cognitive view,’ which suggests that managerial cognition drives strategic action. We argue that this disconnect has created artificial boundaries between the two perspectives and has limited our ability to develop holistic explanations of strategic action. In response, we develop an integrated model that answers two questions: 1) Does industry context affect managerial cognition? 2) Does managerial cognition mediate the relationship between industry context and strategic responses to environmental changes? To examine these questions, we study the relationship between industry velocity, the structure of top management's cognitive representation of the environment, and the speed of response to environmental events. We find that industry velocity influences the structure of cognitive representations, which in turn influence the speed of response to environmental events. These results support our contention that both industry and cognition variables are critical in developing explanations of strategic actions. These results have implications for our understanding of the development of top managers' beliefs, the relationship between beliefs and action, and the nature of the complex relationship between industry context, managerial cognition, and strategic action. Copyright © 2008 John Wiley & Sons, Ltd.

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Section: Proactive and Deterministic Environment-strategy Logicsmentioning

confidence: 99%

Environmental context, managerial cognition, and strategic action: an integrated view

Nadkarni

Barr

2008

Strategic Management Journal

511

466

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“…in Cunningham & Tynan, 1993;Reekers, 1995) is the network approach, which has been used in the social network literature (e.g. Knoke & Kuklinski, 1982;Scott, 1991) and in the industrial network approach (e.g. Axelsson & Easton, 1992;Håkansson, 1987;Håkansson, 1989).…”

Section: Stakeholder Identificationmentioning

confidence: 99%

Stakeholder identification in inter-organizational systems: gaining insights for drug use management systems

Pouloudi

Whitley

1997

European Journal of Information Systems

172

121

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Abstract:Interorganizational systems operate in an area where there are many interested parties. If the views of these interested parties are not explored and taken into consideration before and during the development of an interorganizational system, it is likely that the implementation of this system will be disappointing. This paper describes one approach to exploring these views through the use of stakeholder analysis. More specifically, it describes how to identify the stakeholders, a process that has been overlooked in the stakeholder analysis and interorganizational systems literature, and examines the perceptions of a number of stakeholders in the drug use management field in the United Kingdom.

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“…The network space of actors-be it firms or universities-can be usefully analysed by studying their position within a particular network structure through the use of social network analysis techniques. Social network analysis, as developed by sociologists, maintains a key behavioural assumption that any actor typically participates in a social system involving other actors who are significant reference points in decisionmaking (Knoke and Kuklinski, 1982). The nature of the relationships a given actor has with other system members may, therefore, affect the focal actor's actions.…”

Section: Theoretical and Empirical Contextmentioning

confidence: 99%

Networks, Space and Organizational Performance: A Study of the Determinants of Industrial Research Income Generation by Universities

2015

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This paper examines the extent to which both network structure and spatial factors impact on the organisational performance of universities as measured by the generation of industrial research income. Drawing on data concerning the interactions of universities in the UK with large R&D-intensive firms, the paper employs both social network analysis and regression analysis. The analysis finds that the structural position of a university within networks with large R&D-intensive firms is significantly associated with the level of research income gained from industry. Spatial factors, on the other hand, are not found to be clearly associated with performance, suggesting that universities operate on a level playing field across regional environments once other factors are controlled for.

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Policy Networks

Cited by 124 publications

References 0 publications

Environmental context, managerial cognition, and strategic action: an integrated view

Environmental context, managerial cognition, and strategic action: an integrated view

Stakeholder identification in inter-organizational systems: gaining insights for drug use management systems

Networks, Space and Organizational Performance: A Study of the Determinants of Industrial Research Income Generation by Universities

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