Corporate governance, business strategy, and the dynamics of networks: A theoretical model and application to the British cotton industry, 1830-1980

S  Toms; I  Filatotchev

Corporate governance, business strategy, and the dynamics of networks: A theoretical model and application to the British cotton industry, 1830-1980

S Toms, I Filatotchev

Management

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Abstract

This article develops a theoretical model to explain the variation of network structures and network dynamics according to industry and firm resource characteristics and the extent of resource dependency. It incorporates an accountability and corporate governance dimension and thereby seeks to explain the long-run processes of industrial and corporate change. To verify the theoretical framework, the article examines the long-run evolution of network structures in the British cotton industry. It shows how this industry developed network structures as part of the process of industrialization and then goes on to explain how these structures prevented flexible and timely responses to the later challenges of restructuring and re-equipping. The article also shows that the application of the theoretical model offers an opportunity to reinterpret the history of this archetypal industry.

Original language	English
Pages (from-to)	629-651
Number of pages	23
Journal	Organization Studies
Volume	25
Issue number	4
Publication status	Published - May 2004

Keywords

strategy
networks
governance
Lancashire cotton textiles
PERFORMANCE
POWER
TRUST
ORGANIZATION
MARKETS
BOARDS
HIERARCHIES
MECHANISMS
RESOURCES
DIRECTORS

Cite this

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title = "Corporate governance, business strategy, and the dynamics of networks: A theoretical model and application to the British cotton industry, 1830-1980",

abstract = "This article develops a theoretical model to explain the variation of network structures and network dynamics according to industry and firm resource characteristics and the extent of resource dependency. It incorporates an accountability and corporate governance dimension and thereby seeks to explain the long-run processes of industrial and corporate change. To verify the theoretical framework, the article examines the long-run evolution of network structures in the British cotton industry. It shows how this industry developed network structures as part of the process of industrialization and then goes on to explain how these structures prevented flexible and timely responses to the later challenges of restructuring and re-equipping. The article also shows that the application of the theoretical model offers an opportunity to reinterpret the history of this archetypal industry.",

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T1 - Corporate governance, business strategy, and the dynamics of networks: A theoretical model and application to the British cotton industry, 1830-1980

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AU - Filatotchev, I

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N2 - This article develops a theoretical model to explain the variation of network structures and network dynamics according to industry and firm resource characteristics and the extent of resource dependency. It incorporates an accountability and corporate governance dimension and thereby seeks to explain the long-run processes of industrial and corporate change. To verify the theoretical framework, the article examines the long-run evolution of network structures in the British cotton industry. It shows how this industry developed network structures as part of the process of industrialization and then goes on to explain how these structures prevented flexible and timely responses to the later challenges of restructuring and re-equipping. The article also shows that the application of the theoretical model offers an opportunity to reinterpret the history of this archetypal industry.

AB - This article develops a theoretical model to explain the variation of network structures and network dynamics according to industry and firm resource characteristics and the extent of resource dependency. It incorporates an accountability and corporate governance dimension and thereby seeks to explain the long-run processes of industrial and corporate change. To verify the theoretical framework, the article examines the long-run evolution of network structures in the British cotton industry. It shows how this industry developed network structures as part of the process of industrialization and then goes on to explain how these structures prevented flexible and timely responses to the later challenges of restructuring and re-equipping. The article also shows that the application of the theoretical model offers an opportunity to reinterpret the history of this archetypal industry.

KW - strategy

KW - networks

KW - governance

KW - Lancashire cotton textiles

KW - PERFORMANCE

KW - POWER

KW - TRUST

KW - ORGANIZATION

KW - MARKETS

KW - BOARDS

KW - HIERARCHIES

KW - MECHANISMS

KW - RESOURCES

KW - DIRECTORS

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JO - Organization Studies

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