The Role of Social Networks on Building Organizational Strategic Partners

Abstract

Organizations are entities embedded in the social structures, their position within a wider structure will have a serious effect on their performance. The organization's network relationship usually represents a critical path of securing the necessary resources so that organizations can grow and survives. Resources are also critically needed so that organizations can survive and grow in uncertain environments. The executive's social network will have a positive impact on organizations' access to resources whereby it opens doors for potential opportunities and pushes performance. However, building organizational strategic partners is usually influenced by the working experience of the executives. The aim of this paper is to examine the influence of executives' social networks on building organizational strategic partners in the context of least developed countries. This study will question to what extent the international experience and the heterogeneity of the executives' social network influence building organizations' strategic partners. A multiple case study design has been utilized. The findings of the study revealed that international experience and heterogeneity of the executives’ social network will have influences on building organizational strategic partners.