Table of Contents

The Elgar Companion to Social Economics, Second Edition

The Elgar Companion to Social Economics, Second Edition

Edited by John B. Davis and Wilfred Dolfsma

Social economics is a dynamic and growing field that emphasizes the key roles social values play in the economy and economic life. This second edition of the Elgar Companion to Social Economics revises all chapters from the first edition, and adds important new chapters to reflect the expansion and development of social economics. The expert contributions explain a wide range of recent developments across different subject areas and topics in the field, mapping out possible directions of future social economic research. Social economics treats the economy and economics as embedded in a web of social and ethical relationships. It considers economics and ethics as essentially connected, and adds values such as justice, fairness, dignity, well-being, freedom, and equality to the standard emphasis on efficiency. This book will be a leading resource and guide to social economics for many years to come.

Chapter 26: Organizations as social networks

Rick Aalbers and Wilfred Dolfsma

Subjects: business and management, business ethics and trust, economics and finance, institutional economics, methodology of economics, public sector economics, social policy and sociology, economics of social policy

Extract

Social networks and the theory that has emerged from their study form the cutting edge of economic sociology (Swedberg, 2005). They also constitute a promising avenue for future, interdisciplinary research. Studying organizations from a network perspective entails studying the different connections between the individuals in them, connections that overlap to a degree as individuals connect with each other for different purposes. People in organizations also maintain connections with others, outside the organization, possibly members of other organizations. What individuals can be expected to do in an organization depends largely on the connections they maintain, and on the larger structures of networks. An individual may not be aware about or even be able to influence the latter. Seeing organizations as networks provides a fruitful alternative lens to understand the workings of the firm. The term ‘network’ is, however, used in a number of different ways. Some use it metaphorically, indicating that some actors have some kind of relations giving rise to some kind of effect. Actor–network theory can be seen in this way (Latour, 1987). The workings of the network itself are taken into consideration only haphazardly. Some have used the term ‘network’ to point to structures that fall between market and hierarchy, hybrid forms not easily conceptualized by existing organizational theory or by mainstream economics (Powell, 1990; Ouchi, 1980).

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