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Effects of Organizational Strategies and Contextual Constraints on Centrality and Attributions of Influence in Interorganizational Networks
0 references·16 citing·55 second hop
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  • 2011Power dimensions and influence reputation in tourist destinations: Empirical evidence from a network of actors and stakeholders177 cited
  • 1988Reputational Status of Organizations in Technical Systems173 cited
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  • 2000Bridging the gap between suppliers and customers through relationship promoters: theoretical considerations and empirical results131 cited
  • 1998Centrality and power revisited: actor success in group decision making124 cited
  • 2000The impact of satisfaction, trust, and relationship value on commitment: theoretical considerations and empirical results119 cited
  • 2002Power as a determinant of executive compensation89 cited
  • 1989The Network Structures of Organizations: Effects of Task Contingencies and Distributional Form83 cited
  • 2014Network governance and the domestic adoption of soft rules80 cited
  • 1987Interorganizational Groups: Origins, Structure, and Outcomes78 cited
  • 2010Public–Private Partnerships in Health Services Delivery68 cited
  • 2005

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Who Are the Influentials? A Cross-State Social Network Analysis of the Reading Policy Domain
65 cited
  • 2014Information networks and social media use in public diplomacy: a comparative analysis of South Korea and Japan61 cited
  • 1993A Decade of Organizational Communication Research: Journal Articles 1980–199153 cited