Strong ties, weak ties and islands: structural and cultural predictors of organizational innovation

By Martin Ruef. 2002

553 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/441587c4ef661b08c69f7debefa64234c58a9d3b

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In Organizational Behavior and Human Resource Management

In Strategy and Management

Citations in the corpus

Capital Is Not Enough: Innovation in Developing Economies (2012, methodology): “Following the approach used by Ruef (2002), entrepreneurs were asked the source of their initial business idea using a non-mutually exclusive coding scheme.”
Exploring the relationship between entrepreneurial resilience and success: The moderating role of stakeholders' engagement (2020, background): “Discussion and conclusions This research aimed to explore the effect of entrepreneur resilience on entrepreneur perceived success, and whether such a relationship is moderated by stakeholders’ engagement (Granovetter, 1973; Ruef, 2002).”
The Schumpeterian entrepreneur: a review of the empirical evidence on the antecedents, behaviour and consequences of innovative entrepreneurship (2017, unknown): “Further studies focus on how the entrepreneur’s network or networking abilities influence innovative outcomes (e.g. Ruef 2002; Bahlmann 2014; Schott and Sedaghat 2014).”
Interrelationships between human capital, HRM and innovation in Belgian start-ups aiming at an innovation strategy (2010, background): “This may, under certain circumstances, enhance the capacity for creative action and innovation (Ruef 2002 ).”
Birds of a feather get lost together: new venture team composition and performance (2012, methodology): “Ruef et al. (2003) demonstrates that romantic teams are a different category; hence, we use a dummy as a control for romantic teams.”
Capital is not enough: opportunity entrepreneurship and formal institutions (2018, unknown): “Spatial proximity increases interpersonal trust (Matlay and Westhead 2005; Ruef 2002) and allows entrepreneurs to acquire tacit knowledge, develop social relationships, and recruit co-founders that are fundamental resources in the process of starting and managing new ventures (Ruef 2010; Stuart and…”
Trustworthiness Management in the Social Internet of Things (2014, background): “…that strong ties lead to stronger trust relationship; e.g., in [47] Krackhardt shows how the strong ties imply strong interaction ties for trust and trustworthiness, whereas in [48] Ruef suggests that trust and emotional support are the basic requirements for the creation of strong groups.”
Strategic Entrepreneurs at Work: The Nature, Discovery, and Exploitation of Entrepreneurial Opportunities (2007, background): “Given the existence of governance mechanisms, actors must always balance their desire to innovate with the pressures to conform in a given social order (Ruef, 2002).”
Ties That Last (2013, background): “Our analyses focus on the structural factors of tie formation and persistence, acknowledging that some scholars offer a more cultural perspective of networks (Emirbayer and Goodwin, 1994; Ruef, 2002).”
Social Capital of Entrepreneurs and Small Firm Performance: A Meta-Analysis of Contextual and Methodological Moderators (2014, background): “Since entrepreneurs with more diverse personal networks are more likely to identify innovative opportunities (Ruef, 2002), network diversity will be particularly valuable for small firms in established economies.”
Innovation in a global consulting firm: when the problem is too much diversity (2010, background): “In particular, it has been assumed that when the contacts in an individual’s network are disconnected, they tap into different knowledge domains and thus become innovative (Burt, 2004; Reagans and Zuckerman, 2001; Ruef, 2002).”
Betting on the Coachable Entrepreneur: Signaling and Social Exchange in Entrepreneurial Pitches (2018, background): “Entrepreneurship is often characterized as collective action between entrepreneurs and other parties such as important stakeholders and resource providers (e.g., Kotha & George, 2012; Ruef, 2002; Schoonhoven & Romanelli, 2001).”