Research issue and theoretical foundation<br/> Embeddedness refers to the financial, operational and structural mooring of an organisation in a particular social system or community. It presents itself as a central tenet of Williamson's (1975) classic theory of Transaction Cost Economics (TCE) and as such is a concept long overdue attention. In this paper, this concept is problematised as a macro- or organisation-level construct, and the paper also explores some of its consequents.<br/> Findings of the study<br/> Using a thick description approach, case study evidence is built for the Islamic Banking (IB) business model. It is shown how this indigenous business model (i.e., IB) has leveraged the power of social networks to build a profitable portfolio of investments over time, in the specific context of the UAE (United Arab Emirates) and its unique socio-political and cultural aspects. Dimensions of the embeddedness construct are proposed. Further, causal linkages are theorised with two distinct but inter-related consequents of embeddedness: corporate governance and performance outcomes of the organisation. It is envisaged that both linkages are mediated by the construct of board interlocks.<br/> Implications<br/> Proximally, this study has the potential to extend scholarship in the domains of business relations, trust and indigenous business models. As a distal possibility, researchers might use it to build on the organisational ecosystem paradigm.<br/> Scope and contributions<br/> The main contribution is to develop the concept of embeddedness. Additionally, this study uses the concept to build contextualised theory pertaining to the network characteristics of an indigenous business model.
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