The leveraging of a dual network as a distinctive relational capability. Evidence from three longitudinal case studies

This paper investigates how three design-intensive furnishings manufacturers managed, over an about 30 years time span, the structure of their networks of dyadic, joint-design collaborative relations with consulting industrial design firms. To answer the research question of the study, I initially advance a proposal for the operazionalization of tie strength, which is consistent with Granovetter¿s (1973) original proposal. Then, the strengths of strong ties and the weaknesses of a strong ties network are highlighted. Finally, I discuss the ability to create and preserve over time a ¿dual¿ network as a distinctive relational capability of the ¿central firm¿. I argue that managing an interfirm network so as to integrate a periphery of diverse, weak ties into a network architecture based on a core of strong ties, can provide a fertile ground for the central firm to gain a competitive advantage, whose sustainability is primarily based on the resulting, dynamic innovative capability.