Responding to Dr Russ Vince and Charles Booth's call for comments, it
seems to me that a key element is missing: people.
They wrote <snip lots of interesting stuff>
>>How may network organizations be both effective (implying the
minimisation of transaction costs) and simultaneously safeguard
and promote equality strategies (implying the imposition of
transaction costs through formal regulation, contracts and
protocols)? <<
IMHO, the posted statement suggests that structure, for instance, or rules
are the sources of tolerance for diversity. Yet surely the differences
between diversely contented organizations, and homogenous ones has to do
with attitudes - valuing the contribution of many, varied persons (as
opposed to seeking "the company line"). Perhaps your research might seek
to uncover the values and the processes by which values are created and
changed in these organizations? Current cognitive approaches to
organizations seem especially relevant.
-- SamMXJELI@MAIL.WM.EDU Mariann Jelinek Richard C. Kraemer Professor of Business Graduate School of Business, College of William and Mary, Williamsburg, VA 23185
Tel. (804) 221-2882 FAX: (804) 229-6135 ************************************************************************ The only enduring strategic advantage is the ability to change the rules of the game.