Structural Holes: The Social Structure of CompetitionHarvard University Press, 17 nov 1992 - 324 páginas Ronald Burt describes the social structural theory of competition that has developed through the last two decades. The contrast between perfect competition and monopoly is replaced with a network model of competition. The basic element in this account is the structural hole: a gap between two individuals with complementary resources or information. When the two are connected through a third individual as entrepreneur, the gap is filled, creating important advantages for the entrepreneur. Competitive advantage is a matter of access to structural holes in relation to market transactions. |
Índice
The Social Structure of Competition | 8 |
Formalizing the Argument | 50 |
Turning a Profit | 82 |
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aggregate constraint analysis attributes average behavior boss bottom of Figure Burt Chapter cluster concentration connected constraint measure contact networks control benefits correlation current rank customer markets defined density density networks describes early promotion effective size empirical entrepreneurial networks entrepreneurial opportunities estimates example extent fast promotion firm graph hierarchical network high-ranking higher hole effects hole signature illustrated immediate work group increases information benefits investment jackknife estimate level of constraint manager's network negotiating nonredundant contacts number of contacts oligopoly organization person player player's network population ecology position predicted primary contacts producers profit margins rates of return redundant relationship rich in structural role row of Table secondary structural social capital social frontier social structure Sociology solid line straint strategic partner strategy hypothesis struc structural autonomy structural equivalence structural hole argument study population suppliers and customers t-test tertius thin line tion variable versus weak tie women and entry-rank