Network structural equivalence and public sectors’ organizational level of influence in information sharing network: A social network methodology

Research output: Contribution to journalArticle

Abstract

Structural equivalence has been a fascinating topic for industry and academia due to its connection with network embeddedness. This study investigates the network assumption that structural equivalence is a major determinant of influence derives largely from the frequent finding that organizations that are embedded with influential connections are at an increased likelihood of becoming influential themselves. It is suggested that the strong and consistent structural equivalence position is at least partially responsible for factors of reputational influence among directors of government agencies. The contribution of this study continues to enrich the literature of the network and provide the solution for the industry since earlier research is neglecting the impact of relations upon the level of influence. Using exploratory social network methodology and statistical evaluation of Exponential Random Graph Modeling, this research found that, directors of government agencies may gain greater influence via its structural equivalence position in an informal network. It is also, argued that social network methodology is an appropriate method for researching influence development use in the context of networked organizations. The contribution of this study to industry and theory are discussed.

Original languageEnglish
Pages (from-to)3106-3110
Number of pages5
JournalInternational Journal of Recent Technology and Engineering
Volume8
Issue number4
DOIs
Publication statusPublished - Nov 2019

Fingerprint

Industry
Organizational level
Social networks
Equivalence
Information sharing
Methodology
Public sector
Government agencies
Informal networks
Factors
Evaluation
Random graphs
Network embeddedness
Modeling

Keywords

  • Network management
  • Organizational behavior
  • Social network methodology

ASJC Scopus subject areas

  • Engineering(all)
  • Management of Technology and Innovation

Cite this

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title = "Network structural equivalence and public sectors’ organizational level of influence in information sharing network: A social network methodology",
abstract = "Structural equivalence has been a fascinating topic for industry and academia due to its connection with network embeddedness. This study investigates the network assumption that structural equivalence is a major determinant of influence derives largely from the frequent finding that organizations that are embedded with influential connections are at an increased likelihood of becoming influential themselves. It is suggested that the strong and consistent structural equivalence position is at least partially responsible for factors of reputational influence among directors of government agencies. The contribution of this study continues to enrich the literature of the network and provide the solution for the industry since earlier research is neglecting the impact of relations upon the level of influence. Using exploratory social network methodology and statistical evaluation of Exponential Random Graph Modeling, this research found that, directors of government agencies may gain greater influence via its structural equivalence position in an informal network. It is also, argued that social network methodology is an appropriate method for researching influence development use in the context of networked organizations. The contribution of this study to industry and theory are discussed.",
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