Benefiting from network position: firm capabilities, structural holes, and performance

By Akbar Zaheer, Geoffrey G. Bell. 2005

1,637 citations recorded by the source corpus.

View Paper: https://www.semanticscholar.org/paper/7af68648ee2093e520f9587f2dafd222fdffff33

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In Strategy and Management

Citations in the corpus

Internal integration as a pre-condition for external integration in global sourcing: A social capital perspective (2014, background): “For this reason, closure and density within the social structure are of primary interest because they facilitate the exchange of resources (Zaheer and Bell, 2005).”
Benefiting From Alliance Portfolio Diversity (2014, background): “These contributions advance the emerging stream of research that explores the link between internal knowledge creation and external knowledge sourcing (e.g., Argote, McEvily, & Reagans, 2003; Cassiman & Veugelers, 2006; Gambardella, 1992; Sampson, 2007; Zaheer & Bell, 2005).”
Understanding Collaboration Outcomes From an Extended Resource-Based View Perspective: The Roles of Organizational Characteristics, Partner Attributes, and Network Structures† (2007, background): “This evidence makes an important contribution to research that underscores taking an integrative approach in examining outcomes (Zaheer & Bell, 2005).”
Director Interlocks and Spillover Effects of Reputational Penalties From Financial Reporting Fraud (2008, background): “In fact, the broader interorganizational network literature has largely examined the positive effects of interorganizational ties (Stuart, Hoang, & Hybels, 1999; Zaheer & Bell, 2005).”
How do interorganizational and interpersonal networks affect a firm's strategic adaptive capability in a transition economy? (2009, background): “The network in which a firm is embedded is a critical resource for the firm's competitive capabilities, and a large number of studies have investigated network structure (Gulati, 1999; Gulati et al., 2000; McEvily andMarcus, 2005; McEvily and Zaheer, 1999; Zaheer and Bell, 2005).”
Motivating Organizations to Learn (2015, background): “Performance-approach networks are thus less dense than mastery-oriented networks and consist of more structural holes that gatekeepers, such as more powerful and experienced employees, “guard” in the hopes of gaining performance praise (e.g., Zaheer & Bell, 2005).”
How strategic orientations influence the building of dynamic capability in emerging economies (2010, background): “Firms with a high level of absorptive capacity likely harness newknowledge to enhance their innovative activities (Zaheer and Bell, 2005).”
SME international business models: the role of context and experience (2017, positive): “A firm‟s capability to implement its business model therefore denotes to its ability to effectively harness both relevant resources and transactional links (Zaheer & Bell, 2005).”
Inter- and Intra-Organizational Knowledge Transfer: A Meta-Analytic Review and Assessment of its Antecedents and Consequences (2008, neutral): “As performance relates to innovativeness (Zaheer and Bell, 2005), this finding is remarkable given the relative differences we found for performance.”
Sub‐National Institutional Contingencies, Network Positions, and IJV Partner Selection (2012, positive): “We then calculated hole access as one minus the constraint score if the constraint is non-zero, and zero for all other cases since a zero score indicates that the firm is not connected to any others within the network (Zaheer and Bell, 2005).”
Universities, knowledge networks and regional policy (2008, background): “As Zaheer and Bell (2005) note, there is a requirement to focus on the dual necessity of forming and managing external contact networks that produce value, as well as possessing the internal capabilities to profitably exploit this knowledge.”