The Impact of Similarity on the Networking Behaviors of Organizations

This paper illustrates the dynamics of inter‐organizational collaboration by exploring the effects of similarity on the networking behaviors of organizations operating in a place-based service sector. We collected data over a six-year period, on a network of hospital organizations, and employ a mixed methods approach consisting of longitudinal models for network analysis and multiple case studies. We find that organization similarity, measured in terms of similar organizational logics and practices, has a positive effect; organizational similarity, measured as similar size, has a negative effect. Finally, we found that cognitive similarity has a negative effect on their networking behavior. Implications for researchers, policy makers and practitioners are discussed.