The institutional antecedent to firms’ interorganizational network portfolios: Evidence from China |
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| Institution: | 1. Department of Communication, School of Communication and Information, Rutgers, The State University of New Jersey, 4 Huntington Street, New Brunswick, NJ, 08901, United States;2. Annenberg School for Communication and Journalism, University of Southern California, 3502 Watt Way, Los Angeles, CA, 90089, United States;1. School of Communication, University of Houston, Houston, TX, USA;2. Waikato Management School, The University of Waikato, Private Bag 3105, Hamilton 3240, New Zealand;3. Department of Communication, Pompeu Fabra University, Roc Boronat, 138 08018 Barcelona, Spain;1. Wee Kim Wee School of Communication and Information, Nanyang Technological University, Singapore;2. School of Journalism & Mass Communications, University of South Carolina, Columbia, SC, 29208, USA;1. Department of Communication, University of Maryland-College Park, 4300 Chapel Lane, College Park, MD 20742-7635, United States;2. Annenberg School for Communication and Journalism, University of Southern California, ASC 324B, 3502 Watt Way, Los Angeles, CA 90089-0281, United States;3. University of Technology Sydney, 15 Broadway, Ultimo ,NSW 2007, Australia;1. Journalism Department, Faculty of Social and Communication Sciences, University of the Basque Country UPV/EHU, Barrio Sarriena s/n, 48940, Leioa, Bizkaia, Spain;2. Department of Advertising and Public Relations, Grady College of Journalism and Mass Communication, University of Georgia, 120 Hooper Street, Athens, GA, 30602, USA;1. Department of Media and Communication, University of Oslo, Norway;2. Department of Management, University of Huddersfield, United Kingdom;3. Jyväskylä University School of Business and Economics, Finland;4. Department of Communication and Culture, BI Norwegian Business School, Norway |
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| Abstract: | Although the amount of research on interorganizational networks has increased significantly in recent years, few studies have examined the antecedents to interorganizational network portfolios—organizations’ configuration of their relationship networks with other organizations. To address this gap, this study examines how firms’ interorganizational network portfolios vary across three types of ownership structures (i.e., state-owned, private, and multinational enterprises) in China. Cluster analysis of the data on 212 leading firms operating in China revealed two types of network portfolios firms maintain. Specifically, firms maintaining robust cross-sector portfolios had more extensive networks with organizations in the nonprofit and public sectors than firms maintaining limited cross-sector portfolios. Moreover, regression results suggested that firms across different ownership structures had distinct numbers and types of organizational partners, particularly nongovernmental organization (NGO) partners. Theoretical and practical implications are derived from the findings. |
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| Keywords: | Interorganizational network Social network Cross-sector partnership Strategic issues management Corporate social responsibility Networked relationship management Ownership structure Relationship building Relationship management |
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