Network Organizations and the Environmental Process
I have no known conflict of interest to disclose.
Correspondence concerning this article should be addressed to Claudia S. Sample
Researchers are aware of the wide range of environments in which network organizations operate. That is because of their progressive growth and irrefutable practical proof of their importance. There is a growing awareness among business leaders and employees that the competitiveness of their products is only one facet of a much larger picture. This research focuses on various areas relating to network organizations and environmental processes, which include the types of organizational networks, such as dynamic, stable, and social networks, as well as evaluation of network impacts on environmental processes. The study research also covers the perspective of creating new organizations, technological and ecological processes, and organizational populations. Lastly, the research outlines biblical and personal perspectives view of network organizations and the environmental process. Network organizations for environmental preservation keep track of commercial enterprises’ commitment to sustainable projects and integrate their policies and operations accordingly. Involvement in an organization’s network may have a profound effect on the environment, especially when it comes to environmental issues. Changes in the environment and in technology are both included in the environmental process.
Keywords: Network, Environmental Process, Dynamic, Organizations, Technological Process
The debate concerning the value of network organizations has raged in the business and economics domain for a long time. The notion of network organizations operates because big and small enterprises do not survive in socially unstructured situations. Instead, they are interconnected on the social network web. Since the inception and realization of scientific truths, different sorts of networks and their repercussions on organizations have been identified. Network organizations must be ready to change and adapt to the existing environmental problems. It is also vital for such organizations to look at flexibility areas and the time needed for adjustments in a certain corporation. This research focuses on investigating the kinds of network organizations and their effect on environmental processes.
Types of Network Organizations
Network organizations for environmental preservation keep track of commercial enterprises’ commitment to sustainable projects and integrate their policies and operations accordingly (Fu & Cooper, 2020). To put it another way, network organizations refer to the setting in which people collaborate and plan their activities in pursuit of a shared purpose. By their purpose, method, and structural design features. They have described in this way that both intangible and specialized assets are subject to the same level of shared governance in a network organization’s organizational structure. They are also able to integrate intercommunication and support efficiently because they place such a focus on shared ownership. A blend of firm market vertical integration might be considered when analyzing network organizations. Many different types of networks exist today, each with their own unique set of stable, dynamic, and internal labeling (Rossetti & Cazabet, 2018).
Dynamic Network Organizations
Companies with a network structure based on internal units being exposed to the competitive market retain their inventive nature and gain the benefits of the marketplace without having to use external resources. Buying and selling commodities and services at open market pricing within the company is how it manifests. The operations of dynamic network architectures are supported by substantial outsourced funding (Shafigh et al., 2019). Temporary partnerships between potential partners and independent organizations working in the value chain are necessary for the development of a dynamic network. The fashion business, with its emphasis on fast-turnaround items, is an example of this network in action. For example, a well-known fashion company will get together all of its experts to create a new range of apparel for the upcoming season (De Silva et al., 2018). The specialist, on the other hand, will be excluded from working on the next season’s collection. Hollywood film production and high-tech companies are all part of this network (Du & Chen, 2018).
Stable Network Organizations
The value chain flexibility of stable networks is maximized through outsourcing. When a network is stable, large corporations play a major role in building market-based relationships for investors identified within the network, even if these investors or partners continue to serve other corporations outside the network (Penchev, 2021). This helps small businesses compete in the market, which is especially important for partners. The Nike corporation, for example, focuses its resources on research and marketing while allowing other companies to continue manufacturing in the meanwhile. According to Nike, these companies are allowed to produce for other companies in the industry (Horváth & Szabó, 2019). As compared to dynamic and internal networks, long-lasting and stable networks are considered.
Social Network Organizations
The ego network, the general network, and the network positions of an organization are all analyzed at three different levels of social network in an organization (Agneessens & Labianca, 2022). There are several ways to determine who a person’s friends are and what they know, but the ego network is one of the most important. Its goal is to establish a connection between the organization and other organizations directly, and all participants in a given network are members of the larger network. They evaluate and identify the density of the network and the degree of centralization or balkanization of the networks. Depending on their centrality, these organizations are classified as hierarchical, flat, matrix, or silo (Whetsell et al., 2021). Identifying an individual’s organizational network position is the goal of a social network. Distance, structural, centrality, and clustering holes, which define network cohesiveness, can be quantified in addition to the analytical levels.
Contingency and transaction cost analysts are challenged by institutionalists and ecologists who argue that enterprises cannot readily modify their core structural characteristics (Obayi & Ebrahimi, 2021). Institutions, according to these two schools of thought, are only inertia structures that may be easily altered. Many people believe that altering an organization’s network might be risky since it is difficult, unusual, and extremely risky for an organization to do so. Organizational life cycles are seen by ecologists as the most important predictor of future outcomes. Differences occur in how much attention is paid to the external environment. Many research has focused on the population level, although evolutionary models may be applied to any network level (Chen et al., 2021).
All organization’s general forms are subdivided into organizational populations. The evolutionary principal model’s major goal is to explain the organization’s variety. As time goes on, an organization’s characteristics evolve, resulting in a diversity of characteristics. Organizations in network evolution are selectively selected by environments depending on the adaptability of their organizational forms to environmental features. In evolutionary analysis, there are a number of distinct stages (Paradis & Schliep, 2018). In addition to the production and selection of forms, this covers their distribution and retention. A multitude of processes, some deliberate and some not, result in the formation of organizations. Differentiated selection is used to ensure their survival, and duplication or repetition ensures that the organizations are not lost. In the ecological model, the importance of the environment is considered strongly. This is based on a natural system approach, which is ineffective.
How the Network Organizations Can Impact the Environment P