The impact of similarity on the networking behaviors of organizations: a mixed-methods study in healthcare

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.