Firm networks: external relationships as sources for the growth and competitiveness of entrepreneurial firms

By C. Lechner, Michael Dowling. 2003

897 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/4dd224f0d613ac817b938c3045318db2615ab651

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In Management of Technology and Innovation

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Citations in the corpus

Knowledge networks in local and global space (2008, background): “They can be characterised as social, reputational, co-opetition, marketing networks; and knowledge, innovation and technology networks (Lechner and Dowling 2003: 10).”
Social capital in the growth of science-and-technology-based SMEs (2008, background): “…and Campbell-Hunt, 2003; Cross, Borgatti, & Parker, 2002; Elfring and Hulsink, 2003; Hanna and Walsh, 2002; Hitt and Ireland, 2002; Jarillo, 1989; Lechner and Dowling, 2003; Lipparini and Sobero, 1994; Rangone, 1999; Rogers, 2004; Yli-Renko, Autio, & Sapienza, 2001; Yli-Renko, Autio, Sapienza, &…”
Clusters, knowledge spillovers and new venture performance: An empirical examination (2008, background): “Work by Appold (1995), Folta et al. (2006) and Lechner and Dowling (2003) corroborates the importance of clusters for gaining access to customers as well as prospective partners.”
The Impact of Social Capital on the Start-ups’ Performance Growth (2010, background): “enjoy long-term success concerning innovation ability (Lechner and Dowling 2003; Cooper 2002).”
Balanced skills among nascent entrepreneurs (2013, background): “1997), in product development (Lechner and Dowling 2003) and in getting into contact with potential investors (Shane and Cable 2002).”
Women‐owned small and medium enterprises in England: Analysis of factors influencing the growth process (2009, background): “Many studies (Lechner and Dowling, 2003; Brush et al., 2004) confirm that firms grow through the use of their contacts and external relations to become competitive.”
Network-based Research in Entrepreneurship: A Decade in Review (2015, background): “The relational mix emphasizing different types of ties (for example, marketing, reputational, and social ties) are important at different stages of development and thus must change with a firm’s development or else they become a barrier to growth (Lechner and Dowling, 2003; Lechner et al., 2006).”
Types of innovation, sources of information and performance in entrepreneurial SMEs (2010, background): “Strong ties lead to routines, weak ties open the door to new options” (Lechner and Dowling, 2003, p. 20).”
Change and the development of entrepreneurial networks over time: a processual perspective (2008, background): “Appendix 1 shows that Larson ( 1992 ), Lechner and Dowling ( 2003 ) and Greve and Salaff ( 2003 ) utilized a staged model to conceptualize the development of entrepreneurial networks: stage 1 being pre-start-up, stage 2 being start-up and early growth and stage 3 representing subsequent take-off and”
The Impact of Relational Capital on the Success of New Business Start‐Ups (2011, background): “Although initially it might seem that the relations established with agents linked to the firm are the only significant ones, in reality, the entrepreneur’s personal networks are a basic resource for a new venture in these initial phases (Lechner and Dowling 2003; Ostgaard and Birley 1994), and with”
Clusters for life or life cycles of clusters: in search of the critical factors of clusters' resilience (2014, background): “Some regular structural properties of networks have been defined and furnish interesting perspectives for the renewal of empirics in the economic geography of knowledge networks (Lechner and Dowling 2003; Owen-Smith and Powell 2004; Bell and Zaheer 2007; Vicente, Balland, and Brossard 2011).”
The Influence of networking on the internationalization of SMEs: Evidence from internationalized Chinese firms (2011, background): “…of the firm in existing networks provides evidence of its organizational legitimacy; network referrals by reputable partners increase the credibility and trustworthiness of the firm to obtain acceptance by new partners (Gulati, 2007; Larson and Starr, 1993; Lechner and Dowling, 2003; Stuart, 1998).”