Network structure and Innovation: The leveraging of a dual network as a distinctive relational capability

Antonio Capaldo

Risultato della ricerca: Contributo in rivistaArticolo in rivistapeer review

535 Citazioni (Scopus)

Abstract

This paper employs comparative longitudinal case study research to investigate why and how strong dyadic interfirm ties and two alternative network architectures (a strong ties network and a dual network ) impact the innovative capability of the lead firm in an alliance network. I answer these intrinsically cross-level research questions by examining how three design-intensive furnishings manufacturers managed their networks of joint-design alliances with consulting industrial design firms over more than 30 years. Initially, in order to explore the sample lead firms alliance behavior, I advance an operationalization of interorganizational tie strength. Next, I unveil the strengths of strong ties and the weaknesses of a strong ties network. Finally, I show that the ability to integrate a large periphery of heterogeneous weak ties and a core of strong ties is a distinctive lead firm s relational capability, one that provides fertile ground for leading firms in knowledge-intensive alliance networks to gain competitive advantages whose sustainability is primarily based on the dynamic innovative capability resulting from leveraging a dual network architecture.
Lingua originaleEnglish
pagine (da-a)585-608
Numero di pagine24
RivistaStrategic Management Journal
Stato di pubblicazionePubblicato - 2007

Keywords

  • cross-level research
  • embeddedness
  • industrial design
  • interfirm network management
  • knowledge-intensive strategic alliances
  • strength of ties

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