Overview
- Editors:
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Roger Th. A. J. Leenders
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School of Management and Organization, University of Groningen, The Netherlands
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Shaul M. Gabbay
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Davidson Faculty of Industrial Engineering and Management, Technion — Israel Institute of Technology, Israel
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Table of contents (27 chapters)
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Structure at the Individual Level social capital and management
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- Martin Gargiulo, Mario Benassi
Pages 298-322
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- Daniel J. Brass, Giuseppe Labianca
Pages 323-338
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Structure at the Firm Level social capital in collaboration and alliances
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Front Matter
Pages 339-339
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- Onno Omta, Wouter van Rossum
Pages 356-375
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- Laurel Smith-Doerr, Jason Owen-Smith, Kenneth W. Koput, Walter W. Powell
Pages 390-408
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Structure at the Firm Level social capital and financial capital
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Front Matter
Pages 429-429
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- Joel M. Podolny, Fabrizio Castellucci
Pages 431-445
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- Brian Uzzi, James J. Gillespie
Pages 446-459
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- Roger T. A. J. Leenders, Shaul M. Gabbay
Pages 483-494
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Back Matter
Pages 495-563
About this book
In studies of inter-organizational relations (lOR's), there is a tendency to look at dyads of flrms, and to consider networks as aggregates of such dyads. But there are several roles for a third party; a go-between. This chapter looks at a go-between not in the sense of a middleman who intermediates in existing production or trade, such as an agent, wholesaler, retailer, and not in the sense of an entrepreneur who intermediates in the realization of new potential in connecting supply and demand. It looks at a go between in the sense of a relationship counsellor for the development and maintenance of social capital; providing support in setting up, adapting and ending cooperative relations between others. Or, in yet different terms: to help in the embedding of relati ons, in Granovetter's (1985) sense (Uzzi 1997a). Such roles may be performed by middlemen or entrepreneurs, but also by specialized agents who do not playa direct role in linking stages in a chain of production and distribution, as middlemen and entrepreneurs typically do. Indeed, some of the roles require an independence that is served by not having a direct stake in the relations that need to be developed. I propose that the analysis yields a perspective for looking at the roles of trade and industry associations in European business systems, and of banks and trading houses in Japanese enterprise groups (Kigyo Shudan).
Editors and Affiliations
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School of Management and Organization, University of Groningen, The Netherlands
Roger Th. A. J. Leenders
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Davidson Faculty of Industrial Engineering and Management, Technion — Israel Institute of Technology, Israel
Shaul M. Gabbay