Resource Configuration, Inter-Firm Networks, and Organizational Performance

33 Pages Posted: 10 Mar 2012 Last revised: 14 Apr 2016

See all articles by Fernando Anjos

Fernando Anjos

NOVA School of Business and Economics

Date Written: April 5, 2016

Abstract

Empirically-documented associations between network position and organizational performance could be driven by unobserved resources. I study this issue theoretically, by developing an equilibrium model of inter-firm network formation. Specifically, I investigate how an organization's resource configuration impacts both network position and performance. Under certain conditions, I show that variation in resources induces no relationship between performance and either degree or centrality; or this relationship is even negative. This result is driven by the existence of organizations that find highly complementary partners. Such organizations perform well and focus most resources within the highly-complementary alliance, which in turn makes them less central.

Keywords: networks, social capital, strategic alliances, resource-based view

JEL Classification: D23, L14, L24, M2, Z13

Suggested Citation

Anjos, Fernando, Resource Configuration, Inter-Firm Networks, and Organizational Performance (April 5, 2016). Mathematical Social Sciences, Forthcoming, Available at SSRN: https://ssrn.com/abstract=2019102 or http://dx.doi.org/10.2139/ssrn.2019102

Fernando Anjos (Contact Author)

NOVA School of Business and Economics ( email )

Campus de Carcavelos
Rua da Holanda, 1
Carcavelos, 2775-405
Portugal

HOME PAGE: http://sites.google.com/site/fernandoanjossite/

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