Network Memory: The Influence of Past and Current Networks on Performance

By Giuseppe Soda, A. Usai, Akbar Zaheer. 2004

438 citations recorded by the source corpus.

Subfields: Communication, Electrical and Electronic Engineering

View Paper: https://www.semanticscholar.org/paper/fd352f5503f375e9392e1e891d412ee9b9a31135

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Citations in the corpus

Cultural Industries: Product–Market Characteristics, Management Challenges and Industry Dynamics (2015, positive): “What effect does the exclusive network have on product performance? Previous co-productions successful in terms of audience size increase the likelihood of success of future collaborations (Soda et al. 2004; Zaheer and Soda 2009).”
The Impact of Entrepreneurial Business Networks on Firms’ Performance Through a Mediating Role of Dynamic Capabilities (2019, background): “This study planned a purposeful effort to examine the relationship between the entrepreneurial business network and small firms’ sustainable performance with the mediating role of dynamic capabilities [1,4,9,10,15,24].”
Time in organizational research: Catching up on a long neglected topic in order to improve theory (2012, background): “With respect to broader organizational settings, Soda, Usai, and Zaheer (2004) examined past and present network structures in the Italian television production industry and their relevance for performance outcomes.”
Dancing with Strangers: Aspiration Performance and the Search for Underwriting Syndicate Partners (2005, positive): “…organizations to nonredundant contacts with unique information that their partners do not possess and by creating opportunities to broker resource and information flows across unconnected partners (Burt, 1992; Ahuja, 2000; Rowley, Behrens, and Krackhardt, 2000; Soda, Usai, and Zaheer, 2004).”
Projects, paths, and practices: sustaining and leveraging project-based relationships (2011, methodology): “For example, prior successful collaborative projects seem to promote repeat partner selection and continuity in project-based relationships (e.g. Soda et al., 2004; Sorenson & Waguespack, 2006; Schwab & Miner, 2008; Manning, 2010).”
A multilevel framework of firm boundaries: Firm characteristics, dyadic differences, and network attributes (2010, methodology): “Following Soda et al. (2004), we multiply the value of constraint by -1 in order to capture structural holes (the " opposite " of constraint).”
How do networks and learning drive M&As? An institutional comparison between China and the United States (2009, background): “Further, the information and control benefits of structural hole positions are subject to quick decay (Soda, Usai, and Zaheer, 2004).”
Social capital of venture capitalists and start-up funding (2012, background): “In the literature on social capital, there is ongoing debate of whether such advantages are derived from open of closed network structures (Arenius and De Clercq 2005; Burt 2005; Soda et al. 2004).”
A SOCIAL-STRUCTURAL PERSPECTIVE ON EMPLOYEE- ORGANIZATION RELATIONSHIPS AND TEAM CREATIVITY (2014, methodology): “configurational property of teams, following other researchers (e.g., Shaw, Duffy, Johnson, & Lockhart, 2005; Soda et al., 2004).”
Can you have your Cake and Eat it too? Structural Holes' Influence on Status Accumulation and Market Performance in Collaborative Networks (2008, background): “Closed networks represent important repositories of information about partners’ collaborative experiences (Uzzi, 1996; Kogut, 2000; Soda, Usai, and Zaheer, 2004), whereas open networks are less conducive to the transmission and storage of this type of information.”
The Genesis and Dynamics of Organizational Networks (2012, background): “More specifically, incorporating time into network theory would raise questions such as the following: Do older and newer ties and structures behave differently and hold different implications for outcomes (Soda et al. 2004)?”
Network Evolution: The Origins of Structural Holes (2009, background): “• A great deal of organizational research has focused on the network antecedents of favorable outcomes for teams (e.g., Reagans, Zuckerman, and McEvily, 2004; Soda, Usai, and Zaheer, 2004) and fi rms (e.g., Ahuja, 2000a; Baum, Calabrese, and Silverman, 2000).”
Secondhand Brokerage: Evidence On The Importance Of Local Structure For Managers, Bankers, And Analysts (2007, background): “…(2002), Baker (2000), Brass, Galaskiewicz, Greve, and Tsai (2004), Burt (2005), Cohen and Prusak (2001), Cross and Cummings (2004), Cross and Parker (2004), Lin (2002), Monge and Contractor (2003), Oh, Chung, and Labianca (2004), Pollock, Porac, and Wade (2004), and Soda, Usai, and Zaheer (2004).”