Article2004

Social networks and non‐market strategy

John F. Mahon · Pursey P. M. A. R. Heugens · Kai Lamertz

73 citations0/0 files storedJournal of Public Affairs

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Corporate Social Responsibility Reporting Public Relations and Crisis Communication Political Influence and Corporate Strategies

Abstract

Abstract To date, the field of non‐market strategy has little to offer in the way of an integrated perspective on the simultaneous management of strategic issues and corporate stakeholders. This paper employs social network analysis to make a number of theoretically grounded conjectures about the delicate relationships between stakeholder behaviour and issue evolution. It is found that social network analysis has the potential to enrich and integrate theoretical perspectives in the field of non‐market strategy, offering solutions to a set of previously unresolved puzzles. Copyright © 2004 Henry Stewart Publications

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References

1974Judgment under Uncertainty: Heuristics and Biases 1988Social Capital in the Creation of Human Capital 2010Strategic management a stakeholder approach 1975Judgment under Uncertainty: Heuristics and Biases 1955A BEHAVIORAL MODEL OF RATIONAL CHOICE 2011External Control of Organizations: Resource Dependence Perspective 1984Upper Echelons: The Organization as a Reflection of Its Top Managers 1997Toward a Theory of Stakeholder Identification and Salience: Defining the Principle of who and What Really Counts

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