How Can Fund Leaders Utilize Organizational Networks to Enhance Organizational Sustainable Performance Using the Funds’ Co-Holding Network as a Tool

Abstract

With the intensification of economic uncertainty and the increasingly fierce competition in the fund industry, how to use the organizational network to improve the sustainable performance of the fund has become a very urgent issue. However, most of the existing research focuses on the impact of the microstructure of a single social or business network before fund leaders make decisions on the performance of fund organizations, which has the defects of incomplete information sets and the inability of leaders to identify all information and then affect organizational learning and performance. This paper constructs two kinds of fund co-holding networks as two kinds of inter-fund organization networks based on the indirect relationship between the co-holding of large and small funds and the co-holding of large funds. The study not only overcomes the above defects, but also finds that: (a) the status and power of different organizations in the two networks are unbalanced in terms of the macro overall network, the meso community and the micro individual structure, and the “super excellent community” and “benchmark fund” group occupy the core position in the network. (b) With the fund co-holding network as a tool, fund leaders can reduce risks and improve the sustainable performance of funds by observing and learning the behaviors of excellent associations and benchmark funds in the network. We provides a reference for further understanding the characteristics of inter-fund organizational networks and the rational use of organizational networks by leaders of financial organizations for organizational learning and sustainable performance improvement.