Research Article

The Formation and Evolution of Interorganisational Business Networks in Megaprojects: A Case Study of Chinese Skyscrapers

Table 3

Selected SNA measures for the analysis of interorganisational business network.

MeasuresLevel of analysisInterpretation and calculationsMeasurement of business network in this study

DensityWhole networksRepresents the closeness of a network
Calculated by the amount of potential connections between individuals that are actually present
Relationships of actors, network closeness, and variation
Network centralisationWhole networksReflects the extent to which interactions are concentrated in a small number of individuals rather than distributed equally among all members
Calculated by the sum of the differences between the largest individual centrality and all the other individuals in the network was divided by the maximum possible sum of differences
Differences between high centrality critical actors and other actors, and the trends over time
Centralisation indexWhole networksRepresents an estimate of the deviation of the largest values of betweenness centrality computed in the section nodes, from the value computed for all other nodes
Calculated by dividing the sum of the differences between the largest individual relative betweenness centrality and all the other individuals in the network by (N-1), where N represents the number of nodes
Differences between high betweenness centrality critical actors and other actors, and the trends over time
Degree centralityIndividualRepresents the level of importance of a particular node in a network
Calculated by the total number of ties to other nodes in the network
Location of each actor in a business network, indicating their market position
Betweenness centralityIndividualRepresent the extent to which an actor has control over information flowing between others
Calculated by the number of times that a node lies along the shortest path between two other nodes
Location of each actor in a business network, indicating their ability to control the market opportunities

Note. (1) Referring to [34, 40].