Industrial districts as organizational environments: resources, networks and structures

A. Popp; S. Toms; J. Wilson

Industrial districts as organizational environments: resources, networks and structures

A. Popp, S. Toms, J. Wilson

Management

Research output: Working paper

Abstract

The paper combines economic and sociological perspectives on organizations in order to gain a better understanding of the forces shaping the structures of industrial districts (IDs) and the organizations of which they are constituted. To effect the combination , the resource based view (RBV) and resource dependency theory are combined to explain the evolution of different industry structures. The paper thus extends work by Toms and Filatotchev by spatializing consideration of resource distribution and resource dependence. The paper has important implications for conventional interpretations in the fields of business and organizational history and for the main areas of theory hitherto considered separately, particularly the Chandlerian model of corporate hierarchy as contrasted with the alternative of clusters of small firms coordinated by networks.

Original language	English
Place of Publication	York
Publisher	Department of Management Studies, University of York
Number of pages	35
Publication status	Published - 2006

Keywords

clustering
dynamics
resource-based views
resource dependency

Access to Document

ymswp22toms.pdf

http://www.york.ac.uk/management/research/working-paper/

Cite this

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AB - The paper combines economic and sociological perspectives on organizations in order to gain a better understanding of the forces shaping the structures of industrial districts (IDs) and the organizations of which they are constituted. To effect the combination , the resource based view (RBV) and resource dependency theory are combined to explain the evolution of different industry structures. The paper thus extends work by Toms and Filatotchev by spatializing consideration of resource distribution and resource dependence. The paper has important implications for conventional interpretations in the fields of business and organizational history and for the main areas of theory hitherto considered separately, particularly the Chandlerian model of corporate hierarchy as contrasted with the alternative of clusters of small firms coordinated by networks.

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