Structural Holes: The Social Structure of CompetitionHarvard University Press, 1992 - 313 pagina's Ronald Burt describes the social structural theory of competition that has developed through the last two decades. The contrast between perfect competition and monopoly is replaced with a network model of competition. The basic element in this account is the structural hole: a gap between two individuals with complementary resources or information. When the two are connected through a third individual as entrepreneur, the gap is filled, creating important advantages for the entrepreneur. Competitive advantage is a matter of access to structural holes in relation to market transactions. |
Vanuit het boek
Resultaten 1-5 van 71
Pagina
... 229 Strategy Hypothesis 236 Formal Organization as Social Residue 238 Personality as Emotional Residue 251 Summary 264 Notes 271 References 299 Index 311 Acknowledgments Work on this book was facilitated by support from vi Contents.
... 229 Strategy Hypothesis 236 Formal Organization as Social Residue 238 Personality as Emotional Residue 251 Summary 264 Notes 271 References 299 Index 311 Acknowledgments Work on this book was facilitated by support from vi Contents.
Pagina
... Organization Studies , " the 1990 Harvard Business School conference " Networks and Organizations , " the 1991 Theodore Standing Lecture at the State Univer- sity of New York , Albany , and colloquia at the University of California ...
... Organization Studies , " the 1990 Harvard Business School conference " Networks and Organizations , " the 1991 Theodore Standing Lecture at the State Univer- sity of New York , Albany , and colloquia at the University of California ...
Pagina
... organization research seminar , and social leverage class . In particu- lar , Donald Nagle and Ilan Talmud gave me detailed critiques that influ- enced the manuscript . Bernard Barber , Robert Eccles , Hendrik Flap , John Freeman , and ...
... organization research seminar , and social leverage class . In particu- lar , Donald Nagle and Ilan Talmud gave me detailed critiques that influ- enced the manuscript . Bernard Barber , Robert Eccles , Hendrik Flap , John Freeman , and ...
Pagina 2
... organization determines the player's entrepreneurial opportunities and thus the player's competitive advantage . Holes create inequality between organizations as they create inequality between people . Chapter 1 , in focusing on the way ...
... organization determines the player's entrepreneurial opportunities and thus the player's competitive advantage . Holes create inequality between organizations as they create inequality between people . Chapter 1 , in focusing on the way ...
Pagina 3
... organization forms can survive in the market niche . Illustrative data show that firms survive longer as leaders in more autonomous markets , and structural autonomy decreases the mortality of organizations new to a market . In Chapter ...
... organization forms can survive in the market niche . Illustrative data show that firms survive longer as leaders in more autonomous markets , and structural autonomy decreases the mortality of organizations new to a market . In Chapter ...
Inhoudsopgave
The Social Structure of Competition Opportunity and Capital | 8 |
Information | 13 |
Structural Holes | 18 |
Control and the Tertius Gaudens | 30 |
Entrepreneurs | 34 |
Secondary Holes | 38 |
Structural Autonomy | 44 |
Summary | 45 |
Institutional Holes | 148 |
Selecting a Network | 157 |
Summary | 163 |
Weighing Alternatives | 166 |
Causal Order | 173 |
PlayerStructure Duality Structural Unit of Analysis | 181 |
Players and Structures | 185 |
Escape from Attributes | 186 |
Formalizing the Argument Network Data | 50 |
Redundancy | 51 |
Constraint | 54 |
Hole Signature | 65 |
Structural Autonomy | 71 |
Summary | 81 |
Turning a Profit Product Networks and Market Profit | 82 |
The Study Population | 85 |
Hole Effects | 91 |
Market Hole Signatures | 100 |
Summary | 110 |
Weighing Alternatives | 111 |
Getting Ahead Contact Networks and Manager Achievement | 115 |
The Study Population | 118 |
Hole Effects | 131 |
Hierarchy | 140 |
No Escape | 190 |
Summary | 192 |
Commit and Survive Holes and Heterogeneity | 195 |
Interface and the Commit Hypothesis | 197 |
Population Ecology and the Survival Hypothesis | 208 |
Summary | 225 |
Strategic Embedding and Institutional Residue | 228 |
The Other Tertius | 229 |
Strategy Hypothesis | 236 |
Formal Organization as Social Residue | 238 |
Personality as Emotional Residue | 251 |
Summary | 264 |
Notes | 271 |
References | 299 |
311 | |
Overige edities - Alles bekijken
Veelvoorkomende woorden en zinsdelen
aggregate constraint analysis attributes average behavior boss bottom of Figure Burt Chapter cluster concentration connected constraint measure contact networks control benefits correlation current rank customer markets defined density density networks describes early promotion effective size empirical entrepreneurial networks entrepreneurial opportunities estimates example extent fast promotion firm graph hierarchical network high-ranking higher hole effects hole signature illustrated immediate work group increases information benefits investment jackknife estimate level of constraint manager's network negotiating nonredundant contacts number of contacts oligopoly organization person player player's network population ecology position predicted primary contacts producers profit margins rates of return redundant relationship rich in structural role row of Table secondary structural social capital social frontier social structure Sociology solid line straint strategic partner strategy hypothesis struc structural autonomy structural equivalence structural hole argument study population suppliers and customers t-test tertius thin line tion variable versus weak tie women and entry-rank