Strategic networks and entrepreneurial ventures

By Toby E. Stuart, Olav Sorenson. 2007

511 citations recorded by the source corpus.

Subfields: Accounting, Management of Technology and Innovation

View Paper: https://www.semanticscholar.org/paper/942943c1cc8ca20bc1a2de095172c99ae2bdbbe5

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In Accounting

In Management of Technology and Innovation

Citations in the corpus

Building networks into discovery: The link between entrepreneur network capability and entrepreneurial opportunity discovery (2018, background): “Previous research has indicated that people generally differ in their abilities to proactively and dynamically develop and manage entrepreneurial networks in which they can benefit from certain types of network ties (Stuart & Sorenson, 2007).”
Planned Luck: How Incubators Can Facilitate Serendipity for Nascent Entrepreneurs Through Fostering Network Embeddedness (2020, unknown): “Email: christian. busch@ nyu. edu et al., 2011; Porter & Woo, 2015; Stuart & Sorenson, 2007).”
Knowledge, Networks, and Knowledge Networks (2011, methodology): “…need to employ additional estimation techniques such as selection and treatment effects models that employ time-varying instruments (see Mouw, 2006; Stuart & Sorenson, 2007) or propensity score matched sampling techniques (e.g., Aral, Muchnik, & Sundararajan, 2009) to help improve the…”
Institutional polycentrism, entrepreneurs' social networks, and new venture growth (2013, background): “We know from extant research that entrepreneurs often cultivate and use social networks to access resources (e.g., capital, knowledge, supplies) that facilitate new venture growth (Eisenhardt & Schoonhoven, 1996; Granovetter, 1995; Kim & Aldrich, 2005; Stam & Elfring, 2008; Stuart & Sorenson, 2007).”
Understanding network formation in strategy research: Exponential random graph models (2016, background): “…to the ties already formed by AT&T. Observed network structure may thus result from the combination of distinct, simultaneous processes that may be interdependent and structurally emergent (Lusher et al., 2013) and co-evolve in a complex manner (Stuart and Sorenson, 2007; Zaheer and Soda, 2009).”
The Strength of Strong Ties in an Emerging Industry: Experimental Evidence of the Effects of Status Hierarchies and Personal Ties in Venture Capitalist Decision Making: The Strength of Strong Ties (2015, unknown): “…hierarchies are an issue of increasing interest to entrepreneurship and strategy scholars (e.g., Folta, 2007), as these factors influence investment decisions, firm organization, and control rights (Alvarez and Barney, 2007, 2008; Agarwal, Audretsch, and Sarkar, 2007; Stuart and Sorenson, 2007).”
Revitalizing Entrepreneurship: The Search for New Research Opportunities (2011, unknown): “Networks are increasingly perceived as a key element of entrepreneurship (Stuart and Sorenson, 2007).”
The paradox of new venture legitimation within an entrepreneurial ecosystem (2017, background): “Moreover, network members are a more trusted source of new information compared to sources outside one’s network (Stuart & Sorenson, 2007).”
Engaging Excellence? Effects of Faculty Quality on University Engagement with Industry (2011, unknown): “Each party enters the relationship willingly and the counter-parties must agree if a match is to be achieved (Stuart and Sorenson, 2007).”
Contextualization and the advancement of entrepreneurship research (2014, background): “Researchers have attempted to explain why networks form and persist over time, why certain firms from given countries gain access to these networks, and how networks affect overall entrepreneurial activities as well as the firm’s strategic choices and performance (Smith and Cao, 2007; Stuart and Sor”
Entrepreneur behaviors, opportunity recognition, and the origins of innovative ventures (2008, background): “However, Stuart and Sorenson (2007) caution that social networks may enhance venture creation because they enhance resource mobilization, not necessarily opportunity recognition.”