For each thread, students must
support their assertions with at least 7 scholarly citations in APA format. Each reply must
incorporate at least 3 scholarly citations in the current APA format. Any sources cited must have
been published within the last five years. Each thread and reply must integrate at least 1 biblical
Network Organizations and the Environmental Process
Debate on the relevance of network organizations has prevailed in the business and economics sphere for a long time. The notion of network organizations operates because big and small organizations do not function in socially unstructured environments. Instead, they are intertwined in the social network web. Since the emergence and realization of empirical evidence, different types of networks and their impacts on organizations have been identified. Network organizations must be ready to change and adapt to the prevailing environmental considerations. It is also vital for such organizations to look at adaptability areas and the time taken for changes in a given organization. This study evaluates the types of network organizations and their impact on environmental processes.
Types of Network Organizations
Network organizations refer to systems that follow up on the devotion of business organizations in sustainable projects such as the protection of the environment thus the relationship between the policies and process of environmental protection (Ahmady et al., 2016). Besides, network organizations refer to the surrounding environment where individuals organize and plan themselves to achieve common objectives. They are defined by purpose, process, and structural elements. It is important to note that network organizations combine both possible intangible and specialized assets in their structure under shared control. They also emphasize joint ownership that helps achieve integration of intercommunication and support in an effective, flexible, and efficient manner. Network organizations are viewed as a mix of firm and market and between market disaggregation and vertical integration (Scott & Davis, 2017). Today, several network structures exist, distinct and characterized by stable, dynamic, and internal labels.
The internal network structure exists in organizations based on the fundamental premise that if internal units are exposed to the competitive market, they remain innovative and attract market and entrepreneurial benefits without outsourcing funds or resources. It manifests when organization units buy and sell goods and services at prices tagged by the open market within themselves. Dynamic network structures make use of extensive outsourcing funds to support their operations (Ahmady et al., 2016). A dynamic network entails the establishment of temporary alliances between the potential partners and the independent organization operating within the value chain. This network manifests in the fashion industry, which displays short-cycle products. For instance, a prominent fashion industry gathers all specialists to develop a clothing line for the season. However, the specialist may not participate in producing the clothing line for the following season. This network also involves the production of Hollywood films and high-end technological firms.
Stable networks utilize outsourcing to maximize value chain flexibility. With a stable network, big firms take a primary role pf developing market-based connections for investors found within the network even when these investors or partners continue serving in other firms outside the network (Scott & Davis, 2017). This network keeps partners competitive in the market, especially the small firms. For instance, Nike company channels its resources toward research and marketing and, at the same time, allows other firms to proceed with production. These firms are permitted to produce for other competitors by Nike. Such networks are considered long-lasting and very stable compared to dynamic and internal networks.
Organization networks exist under three analytical levels: ego network, overall network, and network positions. The ego network is the simplest but vital in determining acquaintances, diversity, and knowledge. It aims to direct the organization’s contact with other organizations. The overall network is broader and encompasses all participants in a particular network. They assess and determine network density and whether the networks are centralized. Such organizations are considered flat, hierarchical, matrix, or silos, depending on their centrality. The network position seeks to recognize the place of actors within the organizational network level. Besides the analytical levels, networks can be measured using distance, centrality, and structural and clustering holes, which determine cohesion within a network.
Ecologists challenge the assumption concerning contingency and transaction costs analysts that businesses can easily change their fundamental structural features. These two groups argue that institutions are static and inertia structures, and therefore it is not difficult to modify or change them. Changing the organization’s network is perceived as something difficult, rare, and dangerous to an organization’s viability. Ecologists assess the organization’s birth, change, and death as the most dependent informative variable (Scott & Davis, 2017). However, differences exist in how much time and attention is given to existing external conditions. Evolutionary models can be integrated at all network levels, but many studies have put more attention on the population level.
Organizational populations consist of all organizations dividing general forms within themselves. The primary purpose of the evolutionary principle model is to explain the organization’s diversity. Diversity manifests partly in an organization because they change its features through adaptation with time (Carroll & Hannan, 2018). In-network evolution organizations, environments select organizations deferentially based on their suitability to environmental characteristics and organizational forms. There exist different processes in the evolutionary analysis. These processes include variety creation, selection of forms, and diffusion and retention of these forms. Organizations are created by a variety of processes that may be planned or unplanned. Lastly, the organizations are preserved through duplication or reproduction. The ecological model is firmly based on an open concept where the significance of the environment is strongly considered. This is because this model is a natural system approach and the bottom line is not effective.
Impact of Network Organizations
Participation in organization networks comes with a blast of influences, especially in relation to the environmental process. These influences include ecological processes and technological changes. Organizations operating within a network get better opportunities of sharing the limited available resources. These resources may consist of creating new organizations and financial support through access to capital relevant to managing the organization. These resources would protect the organization from relying on banks that offer capital with high-interest rates. This would, in turn, lower transaction costs and thus low production.
Creation of New Organizations
One of the most significant of entrepreneurship is its relationship with establishing a new organization. In the early 20th century, many people experienced difficulties establishing new organizations or firms. Creating a new firm requires buying facilities, planning, hiring employees, or equipment. The creation of organizations focuses on the traits and dispositions of entrepreneurs. They assessed factors such as risk-taking and the need for achievement (Cirillo et al., 2020). Research from sociologists and economists has focused more on the significance of the founder’s context and relational network. Their analysis revealed that creating an organization does not have a playing field level. Besides, many differences exist in structural opportunities and individuals’ capacity to take advantage. Three facets influence new organizations: resources, networks, and knowledge ((Cirillo et al., 2020). Networks have variations, but diversification of one network is essential as it increases the chances of access to information.
Network organizations should be mindful of spending too much capital on technology whenever technological changes occur. These changes are common, especially in small organizations with financial weakness and small budgets, to compete in the stiff dynamic market. Such start-ups and small organizations can survive in places where they share a network with larger firms. Some theories suggest that the creation of new organizations, industries, and populations resulted from new technologies (Haapakorpi & Alasoini, 2018). Two types of technological innovations encouraged the existing partners’ competency and those that demolished their competence (Stavropoulos et al., 2018). Destructive innovations were more linked to creating new organizations.
Organizational populations refer to aggregates of populations similar in some respect. A good example is the case of higher learning institutions or newspapers. Organizational ecologists theorize that the early organizational formations are based on genetic structures. They also proposed that it should be defined in terms of an organizational action blueprint in transforming inputs into outputs—the fundamental key to recognizing a population is possessing a common organizational form (Carroll & Hannan, 2018). There has been extensive research on the issue of defining organizational populations leading to the emergence of various approaches. First, one can use the native method of categorizing organizations such as universities, hospitals, and business enterprises. Another process depends on how organizational forms change over time. Organizations established under a given period tend to have the same structural features. In the early 20th century, organizations were structured based on their functionality. The functional units included finance, engineering, production, sales, and marketing, among others—most organizations began to focus on diversification strategies that led to increased administrative decisions.
Firms or organizations within a network benefit from the ecological process that demands knowledge and information resources. Networks, in this case, serve as essential conduits that spread the existing and new information. Organizations within a network could benefit from accessing the information and knowledge that would otherwise be impossible if they were not in the network. Accessibility to information helps organizations manage ecological changes such as shifting customer demands (Gibson et al., 2014). Ecologists elaborate on two types of organizational survival strategies. The specialist strategy entails a limited capacity for environment variation tolerance. The generalist approach entails the ability to reproduce and thrive under various environmental conditions. Organizations can cope with in-conducive ecological fluctuations. These two aspects are interrelated and help create suitable conditions under which organizations can exist.
However, being in-network can negatively affect organizations. Even though organizational networks provide many opportunities, they may also serve as limitations to the network’s partners. For instance, the partners can be locked within a network, restricting them from joining alternative networks that could be more beneficial. This will affect organizational performance within the network and the production and contribution to the sector. The partners of the organization may also disclose sensitive information to the enemies. This restricts them from acquiring a sustainable advantage in the competitive market. Besides, network membership may trigger the established firms to follow the norms and values below their standards. Such values and norms may impact the organization’s performance by destroying the organization’s structure.
Biblical and Personal Perspectives
Organizations are dynamic and are constantly changing to get momentum in the environment. Environmental change calls for a change in an organization’s operations to suit such an environment. The change or modification may involve changing procedures, policies, culture, technology, strategy, or company structure (Kitsios et al., 2020). An excellent biblical example of network organization is the case where king Solomon built God’s temple. This work involved many workers who worked together toward achieving the same objective (Merida, 2015). In the The Holy Bible: New International Version [NIV] (1978/2011)): “There are different kinds of gifts, but the same Spirit distributes them. There are different kinds of service, but the same Lord. There are different kinds of working, but it is the same God at work in all of them and everyone. Now to each one, the manifestation of the Spirit is given for the common good” (I Cor 12:4-7). This verse focuses on our mutual dependence and unity and what we all contribute when practicing different callings and gifts God has given us. Besides, all organizations are open system forms because if they were not, they would not consider the safety of the external environment.
It is also important to note that organizational members also affect the organization and the environment. Social norm plays a role in shaping behavior at the workplace. The social norms are disseminated to members through procedures and rules that should be adhered to. In any organization, social norms exist that are either a product of the natural, rational or open system (Scott & Davis, 2017). Organizations should focus on creating resources for the benefit of others, including customers, shareholders, business partners, and their employees. Moses emphasizes the call for humans to work and safeguard the Earth (NIV, 1978/2011, Gen 2:15). It is also important that organizations have honest dealings with one another in order to be successful. Both Israel and their neighbors gain peace and prosperity from their alliances under King Solomon (Merida, 2015).
There are different types of network organizations discussed in this paper. These networks may be beneficial to some organizations and also detrimental to others. Besides, the networks affect the performance and contribution of a particular organization. Organizations and companies need to focus on societal and environmental protection due to the increased effects of industrialization on people’s health. Organizations should also adhere to environmental protection laws and regulations. Institutions should help in spreading an environmental-protection culture. This can be achieved through the internal laws implemented to ensure the conservation of the environment. Despite such environmental protection implications, these interventions must positively impact sustainability, protecting human beings from exposure to hazards.
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