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Social networks and non‐market strategy
Author(s) -
Mahon John F.,
Heugens Pursey P. M. A. R.,
Lamertz Kai
Publication year - 2004
Publication title -
journal of public affairs
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.221
H-Index - 20
eISSN - 1479-1854
pISSN - 1472-3891
DOI - 10.1002/pa.179
Subject(s) - stakeholder , field (mathematics) , perspective (graphical) , set (abstract data type) , strategic management , social network analysis , management science , social network (sociolinguistics) , business , marketing , economics , industrial organization , sociology , management , computer science , social capital , social science , social media , artificial intelligence , mathematics , world wide web , pure mathematics , programming language
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