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Strategic flexibility and change: The impact of social networks

Published online by Cambridge University Press:  02 February 2015

Virginia Fernández-Pérez ,
María del Mar Fuentes-Fuentes  and
Ana Bojica
Virginia Fernández-Pérez
Affiliation:
Business Administration Department, University of Granada, Granada, Spain
María del Mar Fuentes-Fuentes
Affiliation:
Business Administration Department, University of Granada, Granada, Spain
Ana Bojica
Affiliation:
Business Administration Department, University of Granada, Granada, Spain
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Abstract

This paper examines how the characteristics of CEOs' social networks, such as the size of the network and the strength of the ties, influence strategic flexibility from a strategic change perspective. External social networks can affect strategic flexibility positively. Previous experience with strategic change will influence external social networks differently, in ways that have repercussions for strategic flexibility. The data were gathered from surveys completed by the CEOs of 203 Spanish firms. The methodology used is regression analysis. We observe that external social networks affect strategic flexibility positively, primarily through the greater size of the networks. We also find that the effects vary if previously the organization is involved in a process of strategic change.

Keywords

external social networksstrategic flexibilitystrategic changeCEOSpain
Type
Research Article
Information
Journal of Management & Organization , Volume 18 , Issue 1 , January 2012 , pp. 2 - 15
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 2012

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