NETWORK ORGANIZATIONS – ENVIRONMENTAL PROCESS 1
Network Organizations – Environmental Process– Week 6 Discussion
Gwendolyn Stewart Spence
Author Note
Gwendolyn Stewart Spence
I have no known conflict of interest to disclose.
Correspondence concerning this article should be addressed to Gwendolyn Stewart Spence.
The classroom discussion for Module 6 focuses on the various types of network organizations and their impact on the environmental process. The insights associated with institutional and ecological theoretical perspectives show how network theories contribute to organizations and organizations. Institutionalists and ecologists argued that organizations could easily change basic structural features by underlying contingency and transaction cost. Some questions need to be presented regarding change within organizations regarding new types or why they fail, including political, social, and cultural factors associated with collective organizing toward stability or significant change. The biblical rationale and perspectives concerned with organizational change and social systems incorporate actors and relationships as to the organization of the environment process.
Network Organizations Analysis
Network organizations aim to facilitate inter-organizational collaboration between businesses of various sizes, government agencies, research laboratories, and educational institutions, stimulating economic growth. Network organizations aim to strengthen geographical and organizational proximity relying upon the strengthening of collaboration that leads to various forms of mutualization at multiple levels, according to Belaziz and Makkaoui (2022). A high level of cooperation necessitated investments in terms of time, effort, network traffic, and a feedback loop that would be useful to each network’s participants. In theory, collaborative governance has characteristics such as diversity of the primary, which is necessary for covering a wide range of network organization forms and is conducive to collective decision-making and scenario formulation performance (Belaziz & Makkaoui, 2022).
The Covid-19 health crisis disrupted work habits and had logically impacted our economy. To face this unprecedented situation, organizations had no choice but to react quickly and work in a collaborative model. The health crisis has accelerated the adoption of various work arrangements in many organizations, including collaborative work to facilitate exchanges. They implemented collaborative networks that allowed for more significant cooperation between players, regardless of the department. The goal was to move the organization forward through collective problem-solving and ensure that decisions were shared and implemented effectively (Belaziz & Makkaoui, 2022).
Change is part of the evolution of the local and global business environment. Thus, economic cycles lead to the appearance and disappearance of companies, and the period of the pandemic emphasized this aspect. For this reason, one of the methods through which companies can create resilience when faced with inevitable crises is digitalization, according to Budacia et al. (2021). Kozikojoukian (2021)found that engaging in and implementing new technology provided businesses with a permanent competitive edge through greater access to knowledge, cost savings, a better quality of goods, and supplementing sensitivity and collaboration skills. The network organization comprises se
