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Network structure and innovation: The leveraging of a dual network as a distinctive relational capability.
- Source :
- Strategic Management Journal (John Wiley & Sons, Inc.) - 1980 to 2009; Jun2007, Vol. 28 Issue 6, p585-608, 24p, 2 Diagrams, 4 Charts
- Publication Year :
- 2007
-
Abstract
- intThis 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. [ABSTRACT FROM AUTHOR]
Details
- Language :
- English
- ISSN :
- 01432095
- Volume :
- 28
- Issue :
- 6
- Database :
- Complementary Index
- Journal :
- Strategic Management Journal (John Wiley & Sons, Inc.) - 1980 to 2009
- Publication Type :
- Academic Journal
- Accession number :
- 24716264
- Full Text :
- https://doi.org/10.1002/smj.621