Network Structure and Innovation: The Leveraging of a Dual Network as a Distinctive Relational Capability

By Antonio Capaldo. 2007

1,017 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/5cdb200022cf056ab63cb9a0367016dad99c192d

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In Strategy and Management

Citations in the corpus

Alliance Capabilities (2015, background): “…companies has an inverted-U impact on their further alliance formation (Chung, Singh, & Lee, 2000; Gulati, 1995b) because repeated partnerships lead to diminishing marginal returns (Rothaermel, 2001) and firms want to balance the amount of embedded ties and weak ties (Capaldo, 2007; Chung et al.).”
The dark side of buyer–supplier relationships: A social capital perspective⋆ (2011, background): “Further, previous studies have limited the analysis of social capital to its relational dimension (Cousins et al., 2006; Johnston et al., 2004), structural dimension (Capaldo, 2007), or a combination of the two (Autry and Griffis, 2008; Lawson et al., 2008).”
The influence of supply network structure on firm innovation (2014, background): “While the forming of densely connected supply networks may facilitate collaboration to help induce cooperation, knowledge sharing, and information reliability[109], it can also restrict the novelty of information and new learning opportunities to take advantage of.”
Entrepreneurial marketing and firm performance: Synthesis and conceptual development (2020, neutral): “As a result, diverse networks are often characterized as rich and fertile areas for innovation (Capaldo, 2007).”
Managing for Stakeholders, Stakeholder Utility Functions, and Competitive Advantage. (2010, background): “Firms that manage for stakeholders are in a favorable position to manage the flow of this sort of information because stakeholders are more likely to trust that such a firm will act responsibly with regard to their own interests (Capaldo, 2007).”
Strong Ties as Sources of New Knowledge: How Small Firms Innovate through Bridging Capabilities** (2012, background): “networks, firms are advised to establish heterogeneous alliance portfolios consisting of both strong and weak ties (Ahuja 2000; Capaldo 2007; Hansen 1999; Obstfeld 2005; Reagans and McEvily 2003; Tiwana 2008).”
Partner Geographic and Organizational Proximity and the Innovative Performance of Knowledge‐Creating Alliances (2014, positive): “Extant research offers a number of explanations of the relationships between knowledge-intensive alliances and several performance outcomes, including alliance governance (Dyer and Singh, 1998; Sampson, 2004), the characteristics of the search processes conducted within the alliances (Capaldo and Me”
Knowledge Maturity and the Scientific Value of Innovations (2017, background): “In addition, our study informs research on balancing exploration and exploitation (Capaldo, 2007; Gupta, Smith, & Shalley, 2006; Lavie, Stettner, & Tushman, 2010; March, 1991) by showing how such balance can be achieved when searching for knowledge over time.”
Knowledge, Networks, and Knowledge Networks (2011, positive): “…and intense collaboration, and repeated partnering over time—increase innovation adoption (Goes & Park, 1997; Kraatz, 1998), knowledge transfer (Simonin, 1999; Tiwana, 2008; Williams, 2007), and organizational knowledge creation (Capaldo, 2007; Lavie, Lechner, & Singh, 2007; Sampson, 2007).”
Environmental Innovations, Local Networks and Internationalization (2012, background): “Although there are sectoral specificities, networking (along with proximity) is an essential strategy for SMEs’ innovation in general (Freel, 2003; Capaldo, 2007).”
Does social capital matter for supply chain resilience? The role of absorptive capacity and marketing-supply chain management alignment (2020, background): “Having interorganizational ties with firms operating within supply chains is important but so is having intersectional ties (ties across sectors) (Capaldo, 2007).”