Network Structural Equivalence and Public Sectors’ Organizational level of Influence in Information Sharing Network: A Social Network Methodology

Abstract

Structural equivalence has been a fascinating topic for industry and academia due to its connection with network embeddedness. This study investigates the network assumption that structural equivalence is a major determinant of influence derives largely from the frequent finding that organizations that are embedded with influential connections are at an increased likelihood of becoming influential themselves. It is suggested that the strong and consistent structural equivalence position is at least partially responsible for factors of reputational influence among directors of government agencies. The contribution of this study continues to enrich the literature of the network and provide the solution for the industry since earlier research is neglecting the impact of relations upon the level of influence. Using exploratory social network methodology and statistical evaluation of Exponential Random Graph Modeling, this research found that, directors of government agencies may gain greater influence via its structural equivalence position in an informal network. It is also, argued that social network methodology is an appropriate method for researching influence development use in the context of networked organizations. The contribution of this study to industry and theory are discussed.