Agency and social networks: Strategies of action in a social structure of position, opposition, and opportunity

This study uses social movement concepts to explain the success and failure of actors in a network of relationships trying to influence policies on en vironmental issues in a small city. Results show that strategies to take ac tion and mobilize others in a network of interorganizational relationships can vary depending on the social context, which consists of the political o pportunity structure defined by government regulators, whether the actor fa ces opposition, and the actor's position in the network. Decisions to engag e in strategies to try to influence government regulators directly, to use a broker to reach agreements with the opposition, or to form a coalition wi th actors in other organizations to influence government decision makers ar e affected by this social context. Results also show that even peripheral a ctors, usually assumed to be powerless in network studies, can influence po licy if they use a direct-contact strategy and the political opportunity st ructure is favorable.