When change occurs unpredictably and the time to react is compressed, organizations have to quickly obtain resources they do not readily have. In those situations, organizations are likely to reach out to their long-term networks (LTNs) or to activate dormant networks (DNs). But, what happens when the organization’s activities frequently change locations or when the resources needed fluctuate frequently? We argue that under such conditions, the organization can benefit by forming temporary networks (TNs) and renewing, reconfiguring, creating, aligning, and directing the TN’s resources. TNs are those that are formed quickly and last a short period of time. We label the dynamic capability to form TNs and manage TNs’ resources as temporary network development capability (TNDC) and suggest that it is a special kind of relational capability. We argue that experience with weak-ties networks, swift trust, unpredictable change experience, skill specificity and reputation help in the development of TNDC.
AnconaD.ChongC. (1996). Entrainment: Pace, cycle, and rhythm in organizational behavior. In StawB. M.CummingsL. L. (Eds.), Research in organizational behavior, 18 (pp. 251-284). Greenwich, CT: JAI.
2.
AnconaD.GoodmanP.LawrenceB.TushmanM. (2001). Time: A new research lens. Academy of Management Review, 26, 645-663.
3.
BakerT.NelsonR. (2005). Creating something from nothing: Resource construction through entrepreneurial bricolage. Administrative Science Quarterly, 50, 329-366.
4.
BarberB. (1983). The logic and limits of trust. New Brunswick, NJ: Rutgers University Press.
5.
BarneyJ. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17, 99-120.
6.
BarneyJ.HansenM. (1994). Trustworthiness as a source of competitive advantage. Strategic Management Journal, 15, 175-190.
BeckmanC.HaunschildP. (2002). Network learning: The effects of partners’ heterogeneity of experience on corporate acquisitions. Administrative Science Quarterly, 47, 92-124.
9.
BeniniA. (1999). Network without centre? A case study of an organizational network responding to an earthquake. Journal of Contingencies and Crisis Management, 7, 38-47.
10.
BigleyG.RobertsK. (2001). The Incident Command System: High-reliability organizing for complex and volatile task environments. Academy of Management Journal, 44, 1281-1299.
11.
BowmanC.AmbrosiniV. (2003). How the resource-based and the dynamic capability views of the firm inform competitive and corporate level strategy. British Journal of Management, 14, 289-303.
12.
BrassD.ButterfieldK.SkaggsB. (1998). Relationships and unethical behavior: A social network perspective. Academy of Management Review, 23, 14-31.
13.
BurtR. (2005). Brokerage and closure: An introduction to social capital. New York, NY: Oxford University Press.
14.
CapaldoA. (2007). Network structure and innovation: The leveraging of a dual network as a distinctive relational capability. Strategic Management Journal, 28, 585-608.
15.
CarmeliA.TishlerA. (2004). The relationship between intangible organizational elements and organizational performance. Strategic Management Journal, 25(13), 1257-1278.
16.
ChattopadhyayP.GlickW.HuberG. (2001). Organizational actions in response to threats and opportunities. Academy of Management Journal, 44, 937-955.
17.
CummingsL. L.BromileyP. (1996). The organizational trust inventory (OTI): Development and validation. In KramerR. M.TylerT. R. (Eds.), Trust in organizations: Frontiers of theory and research (pp. 302-330). Thousand Oaks, CA: SAGE.
18.
DeephouseD.CarterS. (2005). An examination of differences between organizational legitimacy and organizational reputation. Journal of Management Studies, 42, 329-361.
19.
DollingerM.GoldenP.SaxtonT. (1997). The effect of reputation on the decision to joint venture. Strategic Management Journal, 18(2), 127-141.
20.
DrabekT. E. (1985). Managing the emergency response. Public Administration Review, 45(Special Issue), 85-92.
21.
EisenhardtK.MartinJ. (2000). Dynamic capabilities: What are they?Strategic Management Journal, 21, 1105-1122.
22.
FerrinD. L.BlighM. C.KohlesJ. C. (2007). Can I trust you to trust me? A theory of trust, monitoring and cooperation in interpersonal and intergroup relationships. Group & Organization Management, 32, 465-499.
23.
GeorgeJ.JonesG. (2000). The role of time in theory and theory building. Journal of Management, 26, 657-684.
24.
GranovetterM. (1985). Economic action and social structure: The problem of embeddedness. American Journal of Sociology, 91, 481-510.
25.
GulatiR. (1999). Network location and learning: The influence of network resources and firm capabilities. Strategic Management Journal, 20, 397-421.
26.
GulatiR.GargiuloM. (1999). Where do interorganizational networks come from?American Journal of Sociology, 104, 1439-1493.
27.
GulatiR.WestphalJ. (1999). Cooperative or controlling? The effects of CEO-board relations and the content of interlockings on the formation of joint ventures. Administrative Science Quarterly, 44, 473-506.
28.
HannanM. T.FreemanJ. (1977). The population ecology of organizations. American Journal of Sociology, 82, 929-964.
29.
HashimotoN. (2000). Public organizations in an emergency: The 1995 Hanshin-Awaji earthquake and municipal government. Public Organizations in an Emergency, 8(1), 15-22.
30.
HelfatC.FinkelsteinS.MitchellW.PeterafA.SinghH.TeeceD.WinterS. (2007a). Dynamic capabilities: Foundations. In HelfatC.FinkelsteinS.MitchellW.PeterafA.SinghH.TeeceD.WinterS. (Eds.), Dynamic capabilities: Understanding strategic change in organizations (pp. 1-18). Malden, MA: Blackwell.
31.
HelfatC.FinkelsteinS.MitchellW.PeterafA.SinghH.TeeceD.KaleP. (2007b). Relational capabilities: Drivers and implications. In HelfatC.FinkelsteinS.MitchellW.PeterafA.SinghH.TeeceD.WinterS. (Eds.), Dynamic capabilities: Understanding strategic change in organizations (pp. 65-79). Malden, MA: Blackwell.
32.
HosmerL. (1995). Trust: The connecting link between organizational theory and philosophical ethics. Academy of Management Review, 20, 379-403.
33.
InkpenA.TsangE. (2005). Social capital, networks, and knowledge transfer. Academy of Management Review, 30, 146-165.
34.
JarvenpaaS.LeidnerD. (1999). Communication and trust in global virtual teams. Organization Science, 10, 791-815.
35.
JenkinsJ. W. (2001). The powerful possibilities of nonprofit mergers: Supporting strategic consolidation through law and public policy. Southern California Law Review, 74, 1089-1097.
36.
KapucuN. (2006). Public-nonprofit partnerships for collective action in dynamic contexts of emergencies. Public Administration, 84, 205-220.
37.
KieferJ. J.MontjoyR. S. (2006). Incrementalism before the storm: Network performance for the evacuation of New Orleans. Public Administration Review, 66, 122-130.
38.
LavieD. (2006). The competitive advantage of interconnected firms: An extension of the resource-based view. Academy of Management Review, 31, 638-658.
39.
LoosemoreM.HughesW. (2001). Confronting social defence mechanisms: Avoiding disorganisation during crises. Journal Contingencies and Crisis Management, 9(2), 73-87.
40.
LuhmannN. (1980). Trust and power. New York, NY: Wiley.
41.
MayP. (1985). FEMA’s role in emergency management: Examining recent experience. Public Administration Review, 45(Special Issue), 40-48.
42.
McGrathJ. E.RotchfordN. L. (1983). Time and behavior in organizations. In StawB. M.CummingsL. L. (Eds.), Research in organizational behavior, 5 (pp. 57-101). Greenwich, CT: JAI.
43.
McGuireM. (2006). Collaborative public management: Assessing what we know and how we know it. Public Administration Review, 66, 33-43.
44.
MeyerA. D. (1982). Adapting to environmental jolts. Administrative Science Quarterly, 27, 515-537.
45.
MeyerA.BrooksB.GoesJ. (1990). Environmental jolts and industry revolutions: Organizational responses to discontinuous change. Strategic Management Journal, 11, 93-110.
46.
MeyersonD.WeickK. E.KramerR. M. (1996). Swift trust and temporary groups. In KramerR. M.TylerT. R. (Eds.), Trust in organizations: Frontiers of theory and research (pp. 166-195). Thousand Oaks, CA: SAGE.
47.
MoonT. (2010). Organizational cultural intelligence: Dynamic capability perspective. Group & Organization Management, 35, 456-493.
48.
MoynihanD. P. (2008). Learning under uncertainty: Networks in crisis management. Public Administration Review, 68, 350-365.
49.
NussbaumB. (2005, September19). The next big one: Where America is most vulnerable and how the nation can better manage the risks ahead. Business Week, 34-45.
50.
O’BrienW. R. (2008). Keys to effectively partner in temporary networks. In Preparing for Disasters (7-36). Washington, DC: The IBM Center for the Business of Government.
51.
Ofori-DankwaJ.JulianS. D. (2001). Complexifying organizational theory: Illustrations using time research. Academy of Management Review, 26, 415-430.
52.
PearsonC. M.MisraS. K.ClairJ. A.MitroffI. I. (1997). Managing the unthinkable. Organizational Dynamics, 26(2), 51-64.
53.
Perry-SmithJ. (2006). Social yet creative: The role of social relationships in facilitating individual creativity. Academy of Management Journal, 49, 85-101.
54.
Perry-SmithJ.ShalleyC. (2003). The social side of creativity: A static and dynamic social network perspective. Academy of Management Review, 28, 89-106.
55.
PowellW.KoputK.Smith-DoerrL. (1996). Interorganizational collaboration and the locus of innovation: Networks of learning in biotechnology. Administrative Science Quarterly, 41, 116-146.
56.
PrahaladC. K.DozY. L. (1987). The Multinational Mission: Balancing Local Demands and Global Vision. New York: Free Press.
57.
PriemR.NystromP. C. (2008). The dissolution of swift trust in a cross-cultural temporary work group facing acute stresses. Paper presented at the annual meeting of the Academy of International Business, Milan, Italy.
58.
RipleyA. (2005, September12). An American tragedy: How did this happen?Time, 54-59.
59.
SapienzaH. J.AutioE.GeorgeG.ZahraS. (2006). A capabilities perspective on the effects of early internationalization on firm survival and growth. Academy of Management Review, 31, 914-933.
60.
StarkeyK.BarnattC.TempestS. (2000). Beyond networks and hierarchies: Latent organizations in the U.K. television industry. Organization Science, 11, 299-305.
61.
SwanJ.GoussevskaiaA.NewellS.RobertsonM.BresnenM.ObembeA. (2007). Modes of organizing biomedical innovation in the UK and US and the role of integrative and relational capabilities. Research Policy, 36, 529-547.
62.
TeeceD. (2007). Explicating dynamic capabilities: The nature and microfoundations of (sustainable) enterprise performance. Strategic Management Journal, 28, 1319-1350.
TriplettT. (1997). Teamsters delivers windfall to UPS competitors, but can they retain it?Marketing News, 31(24), 2, 13.
65.
United Nations. (OlsonN. R., [Ed.]; 2006). NGO impact initiative: An assessment by the international humanitarian NGO community. New ork, NY: Author.
66.
UzziB. (1997). Social structure and competition in interfirm networks: The paradox of embeddedness. Administrative Science Quarterly, 42, 35-67.
67.
van der HeijdenK. (2005). Scenarios: The art of strategic conversation (2nd ed.). West Sussex, UK: John Wiley.
68.
VlaarP. W. L.van den BoschF. A. J.VolberdaH. W. (2007). On the evolution of trust, distrust, and formal coordination and control in interorganizational relationships. Group & Organization Management, 32, 407-429.
69.
WaughW.StreibG. (2006). Collaboration and leadership for effective emergency management. Public Administration Review, 66, 131-140.
70.
WilkinsonI.YoungL.WelchD.WelchL. (1998). Dancing to success: Export groups as dance parties and the implications for network development. Journal of Business and Industrial Marketing, 13, 492-510.
