Abstract
In the field of organizations, one relevant question is whether or not to consider networks as organizational forms. On the one hand, Williamson (1985) says that networks are hybrid arrangements. On the other, authors like Powell (1990) argue that networks constitute themselves as organizational forms. Given this dilemma, the present article proposes the analysis of organizational characteristics of small-firm networks (SFN). To reach such objective, twelve SFNs in distinct stages of development were analyzed. The results show that SFNs constitute themselves as singular organization forms which boundaries and identities are delineated by strategy, structure, coordination, processes and relationships.
Highlights
Interest in organizational forms is all but a recent phenomenon
The INs, according to these authors, cannot be considered hybrid arrangements situated between markets and hierarchies since: a) they have a unique organizational rationale (POWELL, 1990); b) they are not understood from the perspective of market transactions (GRANOVETTER, 1985); and c) follow rules which differ from those of command and control, present in hierarchies. (PERROW, 1992) Notwithstanding, some authors argue that INs deliver advantages when compared with other organizational forms (CASTELLS, 1999; THOMPSON, 2003; TODEVA, 2006; KLEINDORFER; WIND, 2009), especially when considering the emergence of a world based on a network society. (RAAB; KENIS, 2009)
They are organizations with a distinct flavor. (PODOLNY; PAGE, 1998) The INs, when seen as a dynamic organization (AHUJA; SODA; ZAHEER, 2012) is an entity comprising a set of organizations with multilateral relationships, which cooperate with one another in order to achieve common goals
Summary
Interest in organizational forms is all but a recent phenomenon. For more than 50 years, authors have studied the emergence and establishment of new organizational forms from different theoretical perspectives. (HANNAN; FREEMAN, 1986; PUGH, 1997) Such contributions helped understand the diversity of organizations making the competitive landscape encouraging further theoretical-empirical investigations. Such discussion encouraged the understanding of INs as a new organizational form that cannot be seen as loose ties mediating hybrid arrangements. Instead, they are organizations with a distinct flavor. (PODOLNY; PAGE, 1998) The INs, when seen as a dynamic organization (AHUJA; SODA; ZAHEER, 2012) is an entity comprising a set of organizations with multilateral relationships, which cooperate with one another in order to achieve common goals This network is defined by some authors as whole networks, because such an entity is created and managed to achieve the goals defined by its members. This network is defined by some authors as whole networks, because such an entity is created and managed to achieve the goals defined by its members. (KILDUFF; TSAI, 2003; PROVAN et al, 2007; MARIANO, et al, 2012; ROTH et al, 2012)
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