Structural Logic of Intraorganizational Networks
研究两家德国公司战略决策过程中管理层的合作网络，发现互惠和传递性等结构规律普遍存在，而循环关系影响有限；正式合作结构对合作模式影响小，友谊关系则嵌入多种互动模式中。
In this study we examine the structural logic underlying complex intraorganizational networks. Drawing on different propositions about structural regularities in networks and using a comparative case study, we empirically investigate the structural logic of collaborative networks for the strategic decision process in two German corporations. In both organizations, data were gathered on cooperative relationships between all managers belonging to the top two management levels. We model structural regularities at the dyadic and the extradyadic level by applying a class of multivariate exponential random graph models. Our findings contribute to the existing literature in three ways: (1) Although networks are particularly likely to exhibit some types of structural regularities (e.g., reciprocity and transitivity), there are other relational forms such as cycles that seem to be of limited relevance. (2) Structural regularities are not limited to a single type of relation but may comprise instrumental and affective relational ties simultaneously. (3) An organization's formal cooperation structure has surprisingly limited influence on the structural patterns of cooperation, whereas friendship ties are embedded in managers' regular interaction patterns in many different ways.