Academic journal article Journal of Emerging Trends in Economics and Management Sciences

Network Structure Dimension Factors in Event Management in Kenya

Academic journal article Journal of Emerging Trends in Economics and Management Sciences

Network Structure Dimension Factors in Event Management in Kenya

Article excerpt

Abstract

This paper determines the factors used to measure network structure dimension in event management. In order to achieve this objective, the study adopted and modified scales from previous research. This study increases understanding of network structure of minor event management ventures (EMVs) and contributes significantly to literature on entrepreneurship by providing knowledge about network structure dimension, crucial in network relationships. Evidently, by utilizing network relationships, an EMV can obtain access to vital resources, capabilities and information missing in the firm. Two hundred and seventy one entrepreneurs of event management ventures formed the sample for the study which employed descriptive research design. Census sampling was used where all the entrepreneurs in Kisumu, Nairobi and Uasin Gishu counties in Kenya were included. Data was collected using structured questionnaires. The study successfully developed and tested the validity and reliability of the indicators of network structure which future researchers of entrepreneurship can adopt. Results of exploratory factor analysis modified constructs for network structure wherein generic constructs were developed. The results showed that new factors can be used to measure network structure hence, the study concluded that strong partners, weak partners, resource-based partners and ethnic partners are key in measuring network structure. Therefore as entrepreneurs attempt to develop relationships, it is necessary that they have all the factors in the network structure in order to achieve a fruitful outcome.

Keywords: event management, Kenya, network structure, strong ties, weak ties.

INTRODUCTION

Event ventures are said to be inherently unstable business units (Inkpen and Beamish 1997) because of the multi-parent situation and the intercultural interactions required in their operations to organize the activities of the ventures. The network structures are expected to be stable but not static: they will constantly change in response to changes external and internal to the network (Easton, 1992). To stabilize the business unit and its operations it is relied on relationship development to other actors in the market. Simultaneously the interaction processes in relationships lead to incessant change in networks (Hákansson and Snehota, 1995).

A network structure consists of multiple actors where one actor is connected to other. Network structure is the pattern of relationships that are created from network contacts and where differential network positions have a crucial effect on the resource flow affecting entrepreneurial endeavours (Hoang and Antoncic, 2003). Thus, if a venture has a network structure and engages in networking it would be in a better position for finding social capital, and achieving access to important strategic information critical to the success of its commercialization (Mazzarol and Reboud, 2006). Network structures in this study are patterns of relationships created from network contacts and as observed by Hoang and Antonci (2003) have a crucial effect on the resource flow within entrepreneurial endeavours.

Concept of Network Structure

Network structure is all of a venture's relationships and the content of those ties (the strength and trust within each tie). A network organizational structure is more complicated and complex than any other structure because it is consists of multiple organizations that work together to produce goods or provide services (Granovetter, 1985). A network structure should reflect the appropriate culture the company is trying to instill in their workplace; this is crucial in a network structure because organizations are accountable for the business ethics of all partners in their supply chain (Smelser and Baltes, 2001). The primary function of a network structure is to complement and support the business strategy used to accomplish the objectives and goals of the organization. …

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