Martin Gargiulo
Biographic Data
| ID | 273607 |
|---|---|
| NAME | Martin Gargiulo |
| GIVEN NAMES | Martin |
| FAMILY NAME | Gargiulo |
| SIGNATURE | GARGIULO M |
| AFFILIATIONS | University of Groningen |
| ORCID | 0000-0002-9822-9641 |
| VERIFIED | Yes |
| TOTAL WORKS | 5 |
| TOTAL CITATIONS | 187 |
| AUTHOR COUNT | 5 |
| EDITOR COUNT | 0 |
| FIRST PUBLICATION YEAR | 1999 |
| LATEST PUBLICATION YEAR | 2022 |
| H-INDEX | 1 |
Escaping the Survival Trap: Network Transition among Early-Career Freelance Songwriters
People in the early stages of their careers often face a trade-off between cultivating a closed network that helps them secure the resources they need to survive or developing an open network that can help them succeed. Actors who overcome this trade-off transition from a closed network to an open network; those who fail to do so can be caught in a survival trap that jeopardizes their chances of having a successful career. We identify the factors…
The Dark Side of Trust
Trapped in Your Own Net? Network Cohesion, Structural Holes, and the Adaptation of Social Capital
This paper explores the tension between two opposite views on how networks create social capital. Network closure (Coleman 1988) stresses the role of cohesive ties in fostering a normative environment that facilitates cooperation. Structural hole theory (Burt 1992) sees cohesive ties as a source of rigidity that hinders the coordination of complex organizational tasks. The two theories lead to opposite predictions on how the structure of an actor…
The Dark Side of Social Capital
Where Do Interorganizational Networks Come From
Organizations enter alliances with each other to access critical resources, but they rely on information from the network of prior alliances to determine with whom to cooperate. These new alliances modify the existing network, prompting an endogenous dynamic between organizational action and network structure that drives the emergence of interorganizational networks. Testing these ideas on alliances formed in three industries over nine years, the…
Where Do Interorganizational Networks Come From
Organizations enter alliances with each other to access critical resources, but they rely on information from the network of prior alliances to determine with whom to cooperate. These new alliances modify the existing network, prompting an endogenous dynamic between organizational action and network structure that drives the emergence of interorganizational networks. Testing these ideas on alliances formed in three industries over nine years, the…
The Dark Side of Social Capital
Where Do Interorganizational Networks Come From
Organizations enter alliances with each other to access critical resources, but they rely on information from the network of prior alliances to determine with whom to cooperate. These new alliances modify the existing network, prompting an endogenous dynamic between organizational action and network structure that drives the emergence of interorganizational networks. Testing these ideas on alliances formed in three industries over nine years, the…
Trapped in Your Own Net? Network Cohesion, Structural Holes, and the Adaptation of Social Capital
This paper explores the tension between two opposite views on how networks create social capital. Network closure (Coleman 1988) stresses the role of cohesive ties in fostering a normative environment that facilitates cooperation. Structural hole theory (Burt 1992) sees cohesive ties as a source of rigidity that hinders the coordination of complex organizational tasks. The two theories lead to opposite predictions on how the structure of an actor…
The Dark Side of Trust
Escaping the Survival Trap: Network Transition among Early-Career Freelance Songwriters
People in the early stages of their careers often face a trade-off between cultivating a closed network that helps them secure the resources they need to survive or developing an open network that can help them succeed. Actors who overcome this trade-off transition from a closed network to an open network; those who fail to do so can be caught in a survival trap that jeopardizes their chances of having a successful career. We identify the factors…
Business (4 works) · Social Capital and Networks (4 works) · Computer Science (3 works) · Political science (3 works) · Sociology (3 works) · Astronomy (2 works) · Business Strategy and Innovation (2 works) · Great Rift (2 works) · Industrial organization (2 works) · Innovation and Knowledge Management (2 works)