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EnglishThis 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.
Capaldo, A., Network structure and Innovation: The leveraging of a dual network as a distinctive relational capability, <<STRATEGIC MANAGEMENT JOURNAL>>, 2007; (28(6)): 585-608 [http://hdl.handle.net/10807/33899]
| Autori: | |
| Titolo: | Network structure and Innovation: The leveraging of a dual network as a distinctive relational capability |
| Data di pubblicazione: | 2007 |
| 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: | Inglese |
| Rivista: | |
| Citazione: | Capaldo, A., Network structure and Innovation: The leveraging of a dual network as a distinctive relational capability, <<STRATEGIC MANAGEMENT JOURNAL>>, 2007; (28(6)): 585-608 [http://hdl.handle.net/10807/33899] |
| Appare nelle tipologie: | Articolo in rivista, Nota a sentenza |
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