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Effectıve Nonprofıt Governance And Socıal Capıtal: A Network Analysıs Perspectıve

Year 2008, Volume: 63 Issue: 02, 65 - 89, 01.02.2008
https://doi.org/10.1501/SBFder_0000002065

Abstract

References

  • BAKER, W. (2000), Achieving Success through Social Capital: Tapping the Hidden Resources in Your Personal and Business Networks (San Francisco: Jossey-Bass).
  • BORGATTI, S.P./ EVERETT, M.G. / FREEMAN, L.C. (2002), UCINET 6.0. (Harvard: Analytic Technologies).
  • BRYSON, J. M. (1995), Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement (San Francisco: Jossey- Bass).
  • BURT, R. S. (1992), Structural Holes: The Social Structure of Competition (Cambridge, MA: Harvard University Press).
  • BUTTS, C. / CARLEY, K.M. (2001), Multivariate Methods for Inter-structural Analysis (CASOS Working Paper, CMU, www.casos.ece.cmu.edu).
  • CARLEY, K. M. (1999), “On the Evolution of Social and Organizational Networks,” ANDREWS, Steven B. / KNOKE, David (eds.), Networks In and Around Organizations Vol 16 (Stamford, CT: JAI Press): 3-30.
  • CARVER, J. (2002), John Carver on Board Leadership: Selected Writings from the Creator of the World’s Most Productive Mind and Systematic Governance Model (New York: Jossey- Bass).
  • CARVER, J. (1997), Boards that make a difference: A new design for leadership in nonprofit and public organizations (San Francisco: Jossey-Bass Publications).
  • CARVER, J. / CARVER, M. (2006), Reinventing Your Board, Revised Edition (San Francisco: Jossey- Bass).
  • CHAIT, R. P/ RYAN, W/ TAYLOR, B.E. (2005), Governance as Leadership: Reframing the Work of Nonprofit Boards (Hoboken, NJ: BoardSource, Inc).
  • CHISHOLM, D. (1995), “Problem Solving and Institutional Design,” Journal of Public Administration Research and Theory, 5: 451-491.
  • CHISHLOM, R. F. (1998), Developing Network Organizations: Learning from Practice and Theory (New York: Addison-Wesley).
  • CHRISLIP, D. D. / LARSON, C. E. (1994), Collaborative Leadership: How Citizens and Civic Leaders Can Make a Difference (San Francisco: Jossey-Bass).
  • COLEMAN, J. (1988), Foundations of Social Theory (Cambridge, MA: Harvard University Press).
  • COLEMAN, J. (1990), “Social Capital in the Creation of Human Capital,” American Journal of Sociology, 94: 95-120.
  • CROSS, R./ PARKER, A. (2004), The hidden power of social networks: understanding how work really gets done in organizations (Boston, MA: Harvard Business School Press).
  • CROSS, B. / BORGATTI, S. P. / PARKER, A. (2003), “Making Invisible Work Visible: Using Social Network Analysis to Support strategic Collaboration,” CROSS, R. / PARKER, A. / SASSON, L. (eds.), Networks in the Knowledge Economy (Oxford: Oxford University Press).
  • DRUCKER, P. F. (1990), Managing the non-profit organization (New York: Harper Collins Publishers).
  • EVERETT, M. G./ BORGATTI, S. P. (1999), “The centrality of groups and classes,” Journal of Mathematical Sociology, 23/3: 181-201.
  • FREEMAN, L. C. (1979), “Centrality in social networks: Conceptual clarification,” Social Networks, 1: 215-239.
  • FREEMAN, L. C./ WHITE, D. R. / ROMNEY, A. K. (eds.). (1992), Research Methods in Social Network Analysis (New Brunswick, NJ: Transaction Publisher).
  • FUKUYAMA, F. (1995), Trust: The Social Virtues and the Creation of Prosperity (New York: The Free Press).
  • GRANOVETTER, M. (1973), “The Strength of Weak ties,” American Journal of Sociology, 78: 1360- 1380.
  • HANNEMAN, R. A. (2001), Introduction to Social Network Methods (Available online at: www.faculty.ucr.edu/~hanneman).
  • HARDIN, R. (1982), Collective Action (Baltimore, MD: Published for Resources for the Future by the Johns Hopkins University Press).
  • HOWE, F. (1995), Welcome to the Board (San Francisco: Jossey-Bass Inc.).
  • HUDSON, M. (2005), Managing at the Leading Edge: New Challenges in Managing Nonprofit Organizations (San Francisco: Jossey-Bass).
  • IBARRA, H. (1993), “Network Centrality, Power and Innovation Involvement: Determinants of Technical and Administrative Roles,” Academy of Management Journal, 36/3: 471- 501.
  • KRACKHARDT, D. (1999), “Ties That Torture: Simmelian Tie Analysis in Organizations,” Research in the Sociology of Organizations, 16: 183-210.
  • KRAMER, R. (1999), “Trust and Distrust in Organizations: Emerging perspectives, Enduring Questions,” Annual Review of Psychology, 50: 569-598.
  • LEWIS, R. L. (2001), Effective Nonprofit Management: Essential Lessons for Executive Directors (Gaithersburg, MA: Aspen Publishers, Inc.).
  • LIGHT, M. (2001), The strategic board (New York: John Wiley & Sons).
  • LIN, N. (1999), “Social Networks and Status Attainment,” Annual Review of Sociolog, 25: 467- 487.
  • MOORE, M. (1995), Creating public value: strategic management in government (Cambridge, MA: Harvard University Press).
  • NAHAPIET, J./ GHOSHAL, S. (1998), “Social Capital, Intellectual Capital, and the Organizational Advantage,” Academy of Management Review, 23/2: 242–266.
  • NOHRIA, N. / ECCLES, R. (eds.). (1992), Networks and Organizations (Cambridge, MA: Harvard Business School Press).
  • OSTROM, E. (2003), “Toward a Behavioral Theory Linking Trust, Reciprocity, and Reputation,” OSTROM, Elinor / WALKER, James (eds), Trust and Reciprocity: Interdisciplinary Lessons from Experimental Research (New York: Russell Sage Foundation).
  • OTT, S. J. (Ed). (2001), Understanding Nonprofit Organizations: Governance, Leadership, and Management. Boulder (CO: Westview Press).
  • PAPPAS, A. T. (1996), Reengineering Your Nonprofit Organization: A Guide to Strategic Transformation (New York: John Wiley & Sons, Inc.).
  • PENTLAND, B. T. (1999), “Organizations as Networks of Actions,” BAUM, Joel A.C. / MCKELVEY, Bill (eds.), Variations in Organization Science: In Honor of Donald T. Campbell (Thousand Oaks, CA: SAGE Publications).
  • POWELL, W. W. (1990), “Neither market nor hierarchy: Network form of organization,” STAW, B. M. / CUMMINGS, L. L. (eds.), Research in Organizational Behavior, 12: 295-336.
  • PUTNAM, R. D. (2000), Bowling alone: the collapse and revival of American Community (New York: Simon & Schuster).
  • PUTNAM, R. D. (1993), Making Democracy Work: Civic Traditions in modern Italy (New Jersey: Princeton University Press).
  • ROBINSON, M. K. (2001), Nonprofit boards that work (New York: John Wiley & Sons).
  • SCOTT, J. (2000), Social Network Analysis (Thousand Oak, CA: SAGE Publications).
  • TAYLOR, B. E./ CHAIT, P. R./ HOLLAND, T. (1999), The New Work of the Nonprofit Board (Harvard Business Review on Nonprofits, Harvard Business School Press).
  • TSAI, W./ GHOSHAL, S. (1998), “Social capital and value creation: The role of intrafirm networks,” Academy of Management Journal, 4/1: 464-476.
  • WASSERMAN, S. / FAUST, K. (1994), Social Network Analysis: Methods and Applications (New York: Cambridge University Press).
  • WOLF, T. (1999), Managing A Nonprofit Organization in the Twenty-First Century (New York: Simon & Schuster).
  • Appendix 1: Hierarchical Clustering of Equivalence Matrix 1 1 2 2 1 1 1 1 1 1 1 1 2 2 2
  • Level 3 7 9 4 9 0 1 7 8 0 5 4 1 2 2 6 1 8 5 3 6 2 3 4 ----- - - - - - - - - - - - - - - - - - - - - - - -
  • 000 . . . . . . . . . . . . . . . . XXX . . . . . .
  • 000 . . . . . . . . . . . . . . . XXXXX . . . . . .
  • 250 . . . . . . . . . . . . . . XXXXXXX . . . . . .
  • 000 . . . . . . . . . . . . . . XXXXXXX . XXX . . .
  • 667 . . . . . . . . . . . . . . XXXXXXX XXXXX . . .
  • 050 . . . . . . . . . . . . . . XXXXXXXXXXXXX . . .
  • 000 . . . . . . . XXX . . . XXX XXXXXXXXXXXXX XXX .
  • 477 . . . . . . . XXX . . . XXXXXXXXXXXXXXXXX XXX .
  • 390 . . . . . . . XXX . . . XXXXXXXXXXXXXXXXXXXXX .
  • 134 . . . . . . . XXX . . XXXXXXXXXXXXXXXXXXXXXXX .
  • 124 . . . . . . . XXX . XXXXXXXXXXXXXXXXXXXXXXXXX .
  • 115 . . . . . . . XXX XXXXXXXXXXXXXXXXXXXXXXXXXXX .
  • 043 . . . . . . . XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX .
  • 000 XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX
  • Appendix 2: Hierarchical Clustering of Equivalence Matrix 1 1 1 1 1 1 1 2 1 1 1 2 2 2 2
  • Level 9 4 5 0 7 8 3 5 3 2 6 6 1 7 8 9 0 1 2 4 1 2 3 4 ----- - - - - - - - - - - - - - - - - - - - - - - -
  • 000 . . . . . . . . . . XXXXX . . . . . . . . . . .
  • 000 . . . . XXXXXXX . XXXXXXX . . . . . . . . . . .
  • 800 . . . . XXXXXXX XXXXXXXXX . . . . . . . . . . .
  • 667 . . . . XXXXXXXXXXXXXXXXX . . . . . . . . . . .
  • 000 . XXXXX XXXXXXXXXXXXXXXXX XXX . . . . . . . . .
  • 885 . XXXXXXXXXXXXXXXXXXXXXXX XXX . . . . . . . . .
  • 462 . XXXXXXXXXXXXXXXXXXXXXXXXXXX . . . . . . . . .
  • 000 . XXXXXXXXXXXXXXXXXXXXXXXXXXX XXX XXXXXXXXXXXXX
  • 957 . XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX XXXXXXXXXXXXX
  • 371 XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX XXXXXXXXXXXXX
  • 149 XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX
  • Appendix 3: Hierarchical Clustering of Equivalence Matrix 1 1 1 1 1 1 1 2 1 1 1 2 2 2 2
  • Level 9 4 5 0 7 8 3 5 3 2 6 6 1 7 8 9 0 1 2 4 1 2 3 4 ----- - - - - - - - - - - - - - - - - - - - - - - -
  • 000 . . . . . . . . . . XXXXX . . . . . . . . . . .
  • 000 . . . . XXXXXXX . XXXXXXX . . . . . . . . . . .
  • 800 . . . . XXXXXXX XXXXXXXXX . . . . . . . . . . .
  • 667 . . . . XXXXXXXXXXXXXXXXX . . . . . . . . . . .
  • 000 . XXXXX XXXXXXXXXXXXXXXXX XXX . . . . . . . . .
  • 885 . XXXXXXXXXXXXXXXXXXXXXXX XXX . . . . . . . . .
  • 462 . XXXXXXXXXXXXXXXXXXXXXXXXXXX . . . . . . . . .
  • 000 . XXXXXXXXXXXXXXXXXXXXXXXXXXX XXX XXXXXXXXXXXXX
  • 957 . XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX XXXXXXXXXXXXX
  • 371 XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX XXXXXXXXXXXXX
  • 149 XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX

Kar Amacı Gütmeyen Örgütlerin Etkinliği ve Sosyal Sermaye: Ağ Analizi Örneği

Year 2008, Volume: 63 Issue: 02, 65 - 89, 01.02.2008
https://doi.org/10.1501/SBFder_0000002065

Abstract

Kar amacı gütmeyen organizasyonların etkinliği, akademik ve profesyonel çevrelerde geniş bir ilgi konusudur. Bu çevreler yetersizlik kavramını ele alırken bu organizasyonlardaki kurul üyeleri, çalışanlar ve gönüllüler arasındaki bütünleştirici bağları ve bu kuruluşların bir bütünlük içerisinde ortak değerler ve güvenin yardımıyla hedeflerine doğru hareket edebilme kabiliyetlerini incelemek yerine, organizasyon içerisindeki bireylerin görev ve sorumlulukları belirleme üzerine yoğunlaşmışlardır. Bu makale ise bilime: (1) Kurul üyeleri çalışanlar, ve gönüllüler arasındaki uygun bağların bilginin tartışılmasında ve karar almada önemli bir unsur olduğu; (2) bu bağların sosyal sermayenin kurumsal boyutu sayesinde geliştiği; (3) sosyal sermayenin organizasyon için değer yaratacağı; argümanlarını inceleyerek katkıda bulunmayı hedeflemektedir. Bu araştırma sosyal sermayenin kurumsal boyutundaki bağların çeşitlerini ve kalitesini incelemektedir. Bu çalışma, bağlı bir gurupta sosyal sermayenin etkilerini inceleyen çalışmaları ilerleterek literatüre katkı sağlamayı hedeflemektedir.

References

  • BAKER, W. (2000), Achieving Success through Social Capital: Tapping the Hidden Resources in Your Personal and Business Networks (San Francisco: Jossey-Bass).
  • BORGATTI, S.P./ EVERETT, M.G. / FREEMAN, L.C. (2002), UCINET 6.0. (Harvard: Analytic Technologies).
  • BRYSON, J. M. (1995), Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement (San Francisco: Jossey- Bass).
  • BURT, R. S. (1992), Structural Holes: The Social Structure of Competition (Cambridge, MA: Harvard University Press).
  • BUTTS, C. / CARLEY, K.M. (2001), Multivariate Methods for Inter-structural Analysis (CASOS Working Paper, CMU, www.casos.ece.cmu.edu).
  • CARLEY, K. M. (1999), “On the Evolution of Social and Organizational Networks,” ANDREWS, Steven B. / KNOKE, David (eds.), Networks In and Around Organizations Vol 16 (Stamford, CT: JAI Press): 3-30.
  • CARVER, J. (2002), John Carver on Board Leadership: Selected Writings from the Creator of the World’s Most Productive Mind and Systematic Governance Model (New York: Jossey- Bass).
  • CARVER, J. (1997), Boards that make a difference: A new design for leadership in nonprofit and public organizations (San Francisco: Jossey-Bass Publications).
  • CARVER, J. / CARVER, M. (2006), Reinventing Your Board, Revised Edition (San Francisco: Jossey- Bass).
  • CHAIT, R. P/ RYAN, W/ TAYLOR, B.E. (2005), Governance as Leadership: Reframing the Work of Nonprofit Boards (Hoboken, NJ: BoardSource, Inc).
  • CHISHOLM, D. (1995), “Problem Solving and Institutional Design,” Journal of Public Administration Research and Theory, 5: 451-491.
  • CHISHLOM, R. F. (1998), Developing Network Organizations: Learning from Practice and Theory (New York: Addison-Wesley).
  • CHRISLIP, D. D. / LARSON, C. E. (1994), Collaborative Leadership: How Citizens and Civic Leaders Can Make a Difference (San Francisco: Jossey-Bass).
  • COLEMAN, J. (1988), Foundations of Social Theory (Cambridge, MA: Harvard University Press).
  • COLEMAN, J. (1990), “Social Capital in the Creation of Human Capital,” American Journal of Sociology, 94: 95-120.
  • CROSS, R./ PARKER, A. (2004), The hidden power of social networks: understanding how work really gets done in organizations (Boston, MA: Harvard Business School Press).
  • CROSS, B. / BORGATTI, S. P. / PARKER, A. (2003), “Making Invisible Work Visible: Using Social Network Analysis to Support strategic Collaboration,” CROSS, R. / PARKER, A. / SASSON, L. (eds.), Networks in the Knowledge Economy (Oxford: Oxford University Press).
  • DRUCKER, P. F. (1990), Managing the non-profit organization (New York: Harper Collins Publishers).
  • EVERETT, M. G./ BORGATTI, S. P. (1999), “The centrality of groups and classes,” Journal of Mathematical Sociology, 23/3: 181-201.
  • FREEMAN, L. C. (1979), “Centrality in social networks: Conceptual clarification,” Social Networks, 1: 215-239.
  • FREEMAN, L. C./ WHITE, D. R. / ROMNEY, A. K. (eds.). (1992), Research Methods in Social Network Analysis (New Brunswick, NJ: Transaction Publisher).
  • FUKUYAMA, F. (1995), Trust: The Social Virtues and the Creation of Prosperity (New York: The Free Press).
  • GRANOVETTER, M. (1973), “The Strength of Weak ties,” American Journal of Sociology, 78: 1360- 1380.
  • HANNEMAN, R. A. (2001), Introduction to Social Network Methods (Available online at: www.faculty.ucr.edu/~hanneman).
  • HARDIN, R. (1982), Collective Action (Baltimore, MD: Published for Resources for the Future by the Johns Hopkins University Press).
  • HOWE, F. (1995), Welcome to the Board (San Francisco: Jossey-Bass Inc.).
  • HUDSON, M. (2005), Managing at the Leading Edge: New Challenges in Managing Nonprofit Organizations (San Francisco: Jossey-Bass).
  • IBARRA, H. (1993), “Network Centrality, Power and Innovation Involvement: Determinants of Technical and Administrative Roles,” Academy of Management Journal, 36/3: 471- 501.
  • KRACKHARDT, D. (1999), “Ties That Torture: Simmelian Tie Analysis in Organizations,” Research in the Sociology of Organizations, 16: 183-210.
  • KRAMER, R. (1999), “Trust and Distrust in Organizations: Emerging perspectives, Enduring Questions,” Annual Review of Psychology, 50: 569-598.
  • LEWIS, R. L. (2001), Effective Nonprofit Management: Essential Lessons for Executive Directors (Gaithersburg, MA: Aspen Publishers, Inc.).
  • LIGHT, M. (2001), The strategic board (New York: John Wiley & Sons).
  • LIN, N. (1999), “Social Networks and Status Attainment,” Annual Review of Sociolog, 25: 467- 487.
  • MOORE, M. (1995), Creating public value: strategic management in government (Cambridge, MA: Harvard University Press).
  • NAHAPIET, J./ GHOSHAL, S. (1998), “Social Capital, Intellectual Capital, and the Organizational Advantage,” Academy of Management Review, 23/2: 242–266.
  • NOHRIA, N. / ECCLES, R. (eds.). (1992), Networks and Organizations (Cambridge, MA: Harvard Business School Press).
  • OSTROM, E. (2003), “Toward a Behavioral Theory Linking Trust, Reciprocity, and Reputation,” OSTROM, Elinor / WALKER, James (eds), Trust and Reciprocity: Interdisciplinary Lessons from Experimental Research (New York: Russell Sage Foundation).
  • OTT, S. J. (Ed). (2001), Understanding Nonprofit Organizations: Governance, Leadership, and Management. Boulder (CO: Westview Press).
  • PAPPAS, A. T. (1996), Reengineering Your Nonprofit Organization: A Guide to Strategic Transformation (New York: John Wiley & Sons, Inc.).
  • PENTLAND, B. T. (1999), “Organizations as Networks of Actions,” BAUM, Joel A.C. / MCKELVEY, Bill (eds.), Variations in Organization Science: In Honor of Donald T. Campbell (Thousand Oaks, CA: SAGE Publications).
  • POWELL, W. W. (1990), “Neither market nor hierarchy: Network form of organization,” STAW, B. M. / CUMMINGS, L. L. (eds.), Research in Organizational Behavior, 12: 295-336.
  • PUTNAM, R. D. (2000), Bowling alone: the collapse and revival of American Community (New York: Simon & Schuster).
  • PUTNAM, R. D. (1993), Making Democracy Work: Civic Traditions in modern Italy (New Jersey: Princeton University Press).
  • ROBINSON, M. K. (2001), Nonprofit boards that work (New York: John Wiley & Sons).
  • SCOTT, J. (2000), Social Network Analysis (Thousand Oak, CA: SAGE Publications).
  • TAYLOR, B. E./ CHAIT, P. R./ HOLLAND, T. (1999), The New Work of the Nonprofit Board (Harvard Business Review on Nonprofits, Harvard Business School Press).
  • TSAI, W./ GHOSHAL, S. (1998), “Social capital and value creation: The role of intrafirm networks,” Academy of Management Journal, 4/1: 464-476.
  • WASSERMAN, S. / FAUST, K. (1994), Social Network Analysis: Methods and Applications (New York: Cambridge University Press).
  • WOLF, T. (1999), Managing A Nonprofit Organization in the Twenty-First Century (New York: Simon & Schuster).
  • Appendix 1: Hierarchical Clustering of Equivalence Matrix 1 1 2 2 1 1 1 1 1 1 1 1 2 2 2
  • Level 3 7 9 4 9 0 1 7 8 0 5 4 1 2 2 6 1 8 5 3 6 2 3 4 ----- - - - - - - - - - - - - - - - - - - - - - - -
  • 000 . . . . . . . . . . . . . . . . XXX . . . . . .
  • 000 . . . . . . . . . . . . . . . XXXXX . . . . . .
  • 250 . . . . . . . . . . . . . . XXXXXXX . . . . . .
  • 000 . . . . . . . . . . . . . . XXXXXXX . XXX . . .
  • 667 . . . . . . . . . . . . . . XXXXXXX XXXXX . . .
  • 050 . . . . . . . . . . . . . . XXXXXXXXXXXXX . . .
  • 000 . . . . . . . XXX . . . XXX XXXXXXXXXXXXX XXX .
  • 477 . . . . . . . XXX . . . XXXXXXXXXXXXXXXXX XXX .
  • 390 . . . . . . . XXX . . . XXXXXXXXXXXXXXXXXXXXX .
  • 134 . . . . . . . XXX . . XXXXXXXXXXXXXXXXXXXXXXX .
  • 124 . . . . . . . XXX . XXXXXXXXXXXXXXXXXXXXXXXXX .
  • 115 . . . . . . . XXX XXXXXXXXXXXXXXXXXXXXXXXXXXX .
  • 043 . . . . . . . XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX .
  • 000 XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX
  • Appendix 2: Hierarchical Clustering of Equivalence Matrix 1 1 1 1 1 1 1 2 1 1 1 2 2 2 2
  • Level 9 4 5 0 7 8 3 5 3 2 6 6 1 7 8 9 0 1 2 4 1 2 3 4 ----- - - - - - - - - - - - - - - - - - - - - - - -
  • 000 . . . . . . . . . . XXXXX . . . . . . . . . . .
  • 000 . . . . XXXXXXX . XXXXXXX . . . . . . . . . . .
  • 800 . . . . XXXXXXX XXXXXXXXX . . . . . . . . . . .
  • 667 . . . . XXXXXXXXXXXXXXXXX . . . . . . . . . . .
  • 000 . XXXXX XXXXXXXXXXXXXXXXX XXX . . . . . . . . .
  • 885 . XXXXXXXXXXXXXXXXXXXXXXX XXX . . . . . . . . .
  • 462 . XXXXXXXXXXXXXXXXXXXXXXXXXXX . . . . . . . . .
  • 000 . XXXXXXXXXXXXXXXXXXXXXXXXXXX XXX XXXXXXXXXXXXX
  • 957 . XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX XXXXXXXXXXXXX
  • 371 XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX XXXXXXXXXXXXX
  • 149 XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX
  • Appendix 3: Hierarchical Clustering of Equivalence Matrix 1 1 1 1 1 1 1 2 1 1 1 2 2 2 2
  • Level 9 4 5 0 7 8 3 5 3 2 6 6 1 7 8 9 0 1 2 4 1 2 3 4 ----- - - - - - - - - - - - - - - - - - - - - - - -
  • 000 . . . . . . . . . . XXXXX . . . . . . . . . . .
  • 000 . . . . XXXXXXX . XXXXXXX . . . . . . . . . . .
  • 800 . . . . XXXXXXX XXXXXXXXX . . . . . . . . . . .
  • 667 . . . . XXXXXXXXXXXXXXXXX . . . . . . . . . . .
  • 000 . XXXXX XXXXXXXXXXXXXXXXX XXX . . . . . . . . .
  • 885 . XXXXXXXXXXXXXXXXXXXXXXX XXX . . . . . . . . .
  • 462 . XXXXXXXXXXXXXXXXXXXXXXXXXXX . . . . . . . . .
  • 000 . XXXXXXXXXXXXXXXXXXXXXXXXXXX XXX XXXXXXXXXXXXX
  • 957 . XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX XXXXXXXXXXXXX
  • 371 XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX XXXXXXXXXXXXX
  • 149 XXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXXX
There are 91 citations in total.

Details

Primary Language Turkish
Journal Section Research Articles
Authors

Naim Kapucu This is me

Publication Date February 1, 2008
Submission Date July 31, 2014
Published in Issue Year 2008 Volume: 63 Issue: 02

Cite

APA Kapucu, N. (2008). Kar Amacı Gütmeyen Örgütlerin Etkinliği ve Sosyal Sermaye: Ağ Analizi Örneği. Ankara Üniversitesi SBF Dergisi, 63(02), 65-89. https://doi.org/10.1501/SBFder_0000002065
AMA Kapucu N. Kar Amacı Gütmeyen Örgütlerin Etkinliği ve Sosyal Sermaye: Ağ Analizi Örneği. SBF Dergisi. February 2008;63(02):65-89. doi:10.1501/SBFder_0000002065
Chicago Kapucu, Naim. “Kar Amacı Gütmeyen Örgütlerin Etkinliği Ve Sosyal Sermaye: Ağ Analizi Örneği”. Ankara Üniversitesi SBF Dergisi 63, no. 02 (February 2008): 65-89. https://doi.org/10.1501/SBFder_0000002065.
EndNote Kapucu N (February 1, 2008) Kar Amacı Gütmeyen Örgütlerin Etkinliği ve Sosyal Sermaye: Ağ Analizi Örneği. Ankara Üniversitesi SBF Dergisi 63 02 65–89.
IEEE N. Kapucu, “Kar Amacı Gütmeyen Örgütlerin Etkinliği ve Sosyal Sermaye: Ağ Analizi Örneği”, SBF Dergisi, vol. 63, no. 02, pp. 65–89, 2008, doi: 10.1501/SBFder_0000002065.
ISNAD Kapucu, Naim. “Kar Amacı Gütmeyen Örgütlerin Etkinliği Ve Sosyal Sermaye: Ağ Analizi Örneği”. Ankara Üniversitesi SBF Dergisi 63/02 (February 2008), 65-89. https://doi.org/10.1501/SBFder_0000002065.
JAMA Kapucu N. Kar Amacı Gütmeyen Örgütlerin Etkinliği ve Sosyal Sermaye: Ağ Analizi Örneği. SBF Dergisi. 2008;63:65–89.
MLA Kapucu, Naim. “Kar Amacı Gütmeyen Örgütlerin Etkinliği Ve Sosyal Sermaye: Ağ Analizi Örneği”. Ankara Üniversitesi SBF Dergisi, vol. 63, no. 02, 2008, pp. 65-89, doi:10.1501/SBFder_0000002065.
Vancouver Kapucu N. Kar Amacı Gütmeyen Örgütlerin Etkinliği ve Sosyal Sermaye: Ağ Analizi Örneği. SBF Dergisi. 2008;63(02):65-89.