Social Networks: Effects of Social Capital on Firm Innovation*

By F. Molina-Morales, María Teresa Martínez-Fernández. 2010

357 citations recorded by the source corpus.

Subfields: Management of Technology and Innovation, Sociology and Political Science, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/b58d8fa15560155ddaa91b4f346250ba5ffa2588

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In Management of Technology and Innovation

In Sociology and Political Science

In Strategy and Management

Citations in the corpus

Human resource practices and innovation in the hotel industry: The mediating role of human capital (2018, background): “On the other hand, the literature also shows that innovation activity can arise from exchanging and combining already existing knowledge (Dhanaraj and Parkhe, 2006; Kang et al., 2007; Molina and Martı́nez, 2010).”
Intellectual capital and SMEs’ performance: A structured literature review (2019, background): “…Q3 of IC components and their effects on performance, rather than providing a holistic view of the integrated management of IC (for example, Hormiga, Batista-Canino, & Sánchez-Medina, 2011; Kato et al., 2015; Khoshmaram, Shiri, Shinnar, & Savari, 2018; Molina-Morales & Martínez-Fernández, 2010).”
The Negative Effects of Social Capital in Organizations: A Review and Extension (2017, neutral): “2011), to the effects of social relationships on the value creation of firms (Molina-Morales and Martinez-Fernandez 2010), to the moderating effects of low absorptive capacity in accentuating the negative effects of SC on the IPO value of firms (Xiong and Bharadwaj 2011), among other topics.”
Geographical and cognitive proximity effects on innovation performance in SMEs: a way through knowledge acquisition (2011, background): “In general, we consider that firms in districts may enjoy advantages to innovate, however they vary in the degree which they exploit them (Molina-Morales and Martínez-Fernández, 2010).”
Formal business networking and SME growth (2013, background): “Trust and closeness are important governance mechanisms that can help reduce transactional uncertainty and diminish the risk of opportunistic behaviour by networking partners (Uzzi 1996; Molina-Morales and Martinez-Fernandez 2010).”