Cooperative Networks and Competitive Dynamics: a Structural Embeddedness Perspective

By Devi R. Gnyawali, Ravi Madhavan. 2001

1,318 citations recorded by the source corpus.

Subfields: Management Science and Operations Research, Sociology and Political Science, Strategy and Management

View Paper: https://www.semanticscholar.org/paper/e16efdde3f1316dd7c58b4552a76cf7af11c890f

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Citations in the corpus

Network Embeddedness and the Exploration of Novel Technologies: Technological Distance, Betweenness Centrality and Density (2008, neutral): “Central firms become better informed about what is going on in the network This increases possibilities for central firms to initiate the formation of new alliances (Gnyawali and Madhavan, 2001).”
Relationship between supply chain integration and performance (2013, background): “A practical rationale of the trend is that most buying firms are relying on a complex business network where second- or third-tier suppliers deliver the buying firms various components, parts, and knowledge (Gnyawali and Madhavan 2001; Oh and Rhee 2008).”
Testing Multitheoretical, Multilevel Hypotheses About Organizational Networks: An Analytic Framework and Empirical Example (2006, background): “Gnyawali and Madhavan (2001) propose a multilevel network model for capturing competitive dynamics phenomena.”
From social capital to entrepreneurial orientation: The mediating role of dynamic capabilities (2017, background): “In addition, firms avoid opportunistic behavior to exploit potential advantages (Gulati, 1998), and they probably conduct fewer competitively aggressive activities against each other (Gnyawali & Madhavan, 2001).”
A man on the inside: Unlocking communities as complementary assets (2006, background): “Conversely, less central actors will find it more difficult to syndicate assets and orchestrate responses in a competitive environment (Gnyawali and Madhavan, 2001).”
Technology Clusters Versus Industry Clusters: Resources, Networks, and Regional Advantages (2006, background): “As described by Gnyawali and Madhavan (2001), a superior position in the network of cooperative relations translates into a resource advantage and an increased likelihood of competitive action.”
Evolutionary or revolutionary business model innovation through coopetition? The role of dominance in network markets (2016, background): “Competitive advantage has been discussed from the perspective of examining the position of the firm and the characteristics of the network (Gnyawali & Madhavan, 2001).”
Alliance partners and firm performance: resource complementarity and status association (2009, methodology): “Such measures are more often subject to inconsistency and ambiguity compared to the objective measures; therefore, we chose to use an objective measure, return on assets (ROA)2, to capture the economic performance of parent firms in alliances.”
The influence of executive cognition on competitive dynamics (2011, background): “, 1991), firm-level internal orientations, lack of slack resources, or poor position in social networks (Gnyawali and Madhavan, 2001) hinder information collection processes so that firms demonstrate a low propensity to retaliate to actions in general.”
Where can capabilities come from? network ties and capability acquisition in business groups (2011, background): “This suggests the value in offering a theoretical and empirical analysis that addresses how different types of ties (both individually and in combination) can influence the process of capability building (Ahuja, 2000; Gnyawali and Madhavan, 2001; Zaheer and Bell, 2005).”
How knowledge links with universities may foster innovation: The case of a science park (2016, methodology): “In doing so, we firstly contribute by evaluating local interactions inside science parks using a network approach (Ahuja, 2000; Gnyawali and Madhavan, 2001; Phelps et al., 2012; Zaheer et al., Contents lists available at ScienceDirect journal homepage:…”