ABSTRACT

This article looks at the collaboration relations of CEOs during different phases of the integration process into a network by using various proximity dimensions. Based on the life narratives of 21 CEO members belonging to a regional network, our study underlines that three integration phases exist, within which different proximity forms are mobilised. Whereas, institutional, personal and social proximities are significant during the entry phase, temporary geographical and cognitive proximities appear to be essential for building collaboration. Moreover, if social and personal dimensions play essential roles in starting collaborations, we note that social proximity remains less decisive for joint collaborative projects. These results enrich recent debates about the dimensions of proximity. They open lines of thinking about ways to encourage the integration of new members.

摘要

本文通过使用各种邻近维度来研究 CEO 在网络整合过程的不同阶段的协作关系。基于属于一个区域网络的 21 位 CEO 成员的生活叙述，我们的研究强调存在三个整合阶段，在这些阶段中动员了不同的接近形式。在进入阶段，机构、个人和社会的邻近性很重要，而临时的地理和认知邻近性似乎对于建立协作至关重要。此外，如果社会和个人维度在开始合作中发挥重要作用，我们注意到社会接近度对于联合合作项目的决定性仍然较低。这些结果丰富了最近关于邻近维度的争论。