Making Strategic Networks Pluralistic Neighborhoods

By Muhammad Zafar Yaqub, Dildar Hussain and Rana M.Shahid Yaqub.

Published by The Organization Collection

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The relationships in any socio-structural arrangements are probable to last long if driven by trust (not deterrence) and having power symmetry is a necessary if not the sufficient condition for culmination of trust in strategic networks. But in very fewer instances the organizations are embedded following this pattern. Usually there exists some power asymmetry and the actors enjoying prominent positions tend to leverage this prominence given significant range and brokerage potential is there. When such actors manage to appropriate larger share of the pie beyond their equitable share, it creates a state of discomfort in the power recessive actors. Consequently such players begin to distrust the partner(s) for this display of opportunistic behavior and are negatively reinforced to contribute in the successive cooperation cycles. With opportunism at the center-piece, prominent actors in strategic networks are more prone to engage in such opportunistic pursuits to maximize their self-interests. To transform such networks into pluralistic neighborhoods is a challenging task. Pluralism in strategic networks (as applied in this paper’s context) acknowledges diversity of partners’ interests and seeks to ensure higher levels of social, economic and political egalitarianism where the partners equitably benefit from their contributions to arrive at win-win solutions to their economic and social problems, and ultimately end-up in attaining a state which leaves each partner at least as better-off (in social, economic, and political sense) as they were before becoming a part of that structural arrangement. From a survey of the literature encompassing strategic behavior theory, game theory, relational exchange theory, theory of networks, contract theory, agency theory, transaction cost economics, general systems theory, property rights theory and group theory, the authors have identified/described a number of characteristic of pluralistic networks.

Keywords: Pluralism, Strategic Networks, Relational Governance, Inter-Organizational Trust

International Journal of Knowledge, Culture and Change Management, Volume 9, Issue 2, pp.113-128. Article: Print (Spiral Bound). Article: Electronic (PDF File; 1.216MB).

Dr. Muhammad Zafar Yaqub

Doctoral Scholar, Chair of Organizational Planning, Institute of Business Studies, University of Vienna, Vienna, Austria

Muhammad Zafar YAQUB is Assistant Professor of Management Sciences in The Islamia University of Bahawalpur, Pakistan, where he teaches courses in Marketing, Human Resource Management and Business Research. He received his Master degree in Business Administration (with distinction) from Bahauddin Zakriya University, Multan, in 1995. Afterwards, he received his Master degrees in Economics (1999) and Political Science (2005) from The Islamia University of Bahawalpur. These days, he is pursuing his PhD studies at University of Vienna, Austria, in the area: Strategic Networks.

Dildar Hussain

PhD Candidate, Center for Business Studies, University of Vienna, Vienna, Austria

Dildar Hussain obtained his MBA degree (with distinction) in year 2001 and has been working in industry for almost 5 years. Presently, he is writing his PhD at the Center for Business Studies, University of Vienna, Austria. His area of research interest includes franchising, strategic networks, and corporate governance.

Rana M.Shahid Yaqub

Lecturer in Marketing, The Islamia University of Bahawalpur, The Islamia University of Bahawalpur, Bahawalpur, Pakistan

Rana Shahid earned his Master in Business Administration (MBA) degree from The Islamia University of Bahawalpur (Pakistan)in 2003. He is serving the same institution as Lecturer in Marketing. He uses to teach courses relating to Marketing, Human Resource Management and Business Research. Strategic Networks is his major area of research interest where he desires to pusue his PhD studies in the years to go.

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