Latent Ties: Reconnection of Organizations to Boost Innovation

This paper highlights the temporality dimension of ties. Doing so we respond to recent calls for a more dynamic and processual understanding of networks. We proposed a model in which two antecedents of latent ties, network similarity, and length of the tie, will be tested. Also, our study addresses the relationship between tie latency and innovation. The model tests the impact of the interaction between the number of latent and strong ties on organizations innovative output will be studied. The study highlights the significance of latent ties in coping with the problems of redundancy of dense network and overloading of new weak ties

Emergence of nano S&T in Germany : network formation and company performance

This article investigates the emergence of nano S&T in Germany. Using multiple longitudinal data sets, we describe the complete set of research institutions and companies that entered this science-based technology field and the development of their inter-organisational networks between 1991 and 2000. We demonstrate that the co-publication network is a core-periphery structure in which some companies were key players at an early stage of field formation, whereas later universities and other extra-university institutes took over as the central drivers of scientific progress. Further differentiating among types of firms and research organisations, we find that in the co-patent network collaboration is most intense between high-technology firms and use-inspired basic research institutes. While many companies co-patent with several universities or other public institutes, some succeed in establishing almost exclusive relationships with public research units. It is shown that co-patent and co-publication ties are most effective at strengthening the technological performance of firms, that multiple interaction channels increase company performance, and that companies benefit from collaborating with scientifically central universities and institutes. --nanotechnology,network analysis,company performance,public research sector,innovation system,science industry cooperation,Germany

The Performance of University Spin-Offs: The Impact of Entrepreneurial Capabilities and Social Networks of Founding Teams during Start-Ups

Objectives: University spin-offs have increasingly received attention from academia, governments, and policymakers because they not only generate new innovations, productivity, and jobs the regional economies but also significantly improve university productivity and creativity (Hayter, 2013, Urbano and Guerrero, 2013). However, a lack of understanding of the contribution made by a founding team to a spin-off’s performance still remains within current studies. Employing a resource-based view theory and social networks approach, this paper addresses this gap by exploring university spin-offs in Spain. Prior work: University spin-off studies have concentrated on analysing entrepreneurial business models (Ndonzuau et al., 2002, Vohora et al., 2004b, Bower, 2003, Mets, 2010) to understand how the commercialization of research is undertaken to create a university spin-off. University spin-offs were also been analysed from the perspective of a university’s capabilities (Powers and McDougall, 2005), or capabilities and social networks of an established spin-off instead of the founding teams (Walter et al., 2006). Moreover, Vohora et al. (2004a) and Shane (2004) have suggested founders need to build capable teams, which must have entrepreneurial capabilities and qualitative social networks, to create effective university spin-offs. Both entrepreneurial capability and social network theory have been studied in prior entrepreneurship research, but have received less attention within the context of the university spin-offs (Gonzalez-Pernia et al., 2013). Approach: Utilising an internet-based survey, this paper explores entrepreneurial capabilities and social networks of founding teams in Spanish university spin-offs using quantitative data analysis. Basing upon resource-based view theory of Barney (1991) to study entrepreneurial capabilities of the founding teams, the research employ entrepreneurial technology, strategy, human capital, organizational viability, and commercial resources (see Vohora et al., 2004a). To study social networks of a founding team, we employ the conceptual model of Hoang and Antoncic (2003) that divides networks into three components: structure, governance, and content. Results and implications: The results from an examination of the sample of 181 Spanish university spin-offs empirically demonstrate that by exploiting social networks a founding team can improve its entrepreneurial capabilities, which in turn enhance its spin-off’s performance. By employing the work of Vohora et al. (2004a) and Shane (2004), this paper constructs a model in which entrepreneurial capabilities play a mediate role between social networks and spin-off’s performance. Thus, the paper has implications for universities in training and policy development to support spin-off’s activity. Value: This study addresses some fundamental questions to contribute to the theory-based understanding of university spin-offs: How do entrepreneurial capabilities of founding teams influence the performance of university spin-offs? How do social networks of founding teams contribute to the process of the university spin-offs

El capital social como enfoque teórico en Dirección Estratégica

[EN] The objective of this research paper is to investigate, from a theoretical point of view, the strategic relevance of social capital. In recent years, academic literature in this field has witnessed remarkable growth, recognizing social capital as a key element for companies, due to its contribution to the creation of competitive advantages. However, it might be said that its development is still emerging, given the number of discrepancies among researchers regarding its definition, measurement, and its positive or negative impact on other variables. For this reason, a set of empirical studies that show the social capital effect on diverse types of organizational results have been reviewed, taking as a reference the definition and dimensions proposed by Nahapiet and Ghoshal (1998). Additionally, different theoretical links between social capital and four related Strategic Management approaches are presented, such as the Intellectual Capital-Based View, the Knowledge-Based View, the Resource-Based View and the Dynamic Resource-Based View. A main conclusion drawn from this review is that social capital, being a knowledge-based resource, enables access to both internal and external resources and thus a firm’s competitive advantage and, consequently, its value creation can be generated from the combination of both areas. Going in depth and clarifying this strategic linkage are thus a challenge to address in future studies.[ES] El principal objetivo de este trabajo es mostrar la relevancia estratégica del capital social organizacional desde un punto de vista teórico. En los últimos años, la literatura académica relacionada con este concepto ha experimentado un notable crecimiento, reconociendo que el capital social es un elemento fundamental para que las empresas generen ventajas competitivas. Sin embargo, se podría afirmar que su desarrollo es todavía incipiente al existir multitud de discrepaciancias entre los investigadores acerca de su conceptuación, la medición de sus dimensiones o los efectos positivos o negativos que podría tener sobre otras variables. Por este motivo, tomando como referencia la definición y dimensiones propuestas por Nahapiet y Ghoshal (1998), se ha realizado una revisión de las investigaciones que, de manera empírica, han estudiado las relaciones entre el capital social y distintos tipos de resultados organizacionales. Igualmente, se exponen diferentes nexos teóricos encontrados entre el capital social y los principales enfoques en Dirección Estratégica como son Enfoque Basado en el Capital Intelectual, el Enfoque Basado en el Conocimiento, el Enfoque Basado en los Recursos y el Enfoque Basado en las Capacidades dinámicas. Se concluye que el capital social, como recurso basado en el conocimiento, podría permitir el acceso a otros recursos internos o externos, y que la creación de valor y la generación de ventajas competitivas de una empresa puede provenir de la combinación de ambos ámbitos. Así, futuros estudios deben encaminarse hacia la profundización y clarificación de este nexo estratégico

Knowledge networks in science-based start-ups : actors and strategies

The paper investigates the strategic choices made by young science-based firms’ regarding the selection of knowledge sources. Drawing on two streams of research – on alliances and on social networks – two different dimensions of this strategy are considered: the activation of the entrepreneurs’ social capital and the intentional inclusion of new knowledge sources. The data collected for a subset of the Portuguese biotechnology sector are analysed with a view to answer to three research questions: i) To what do extent firms’ rely on entrepreneurs’ personal networks, activating their social capital to access scientific and technological knowledge at start-up; ii) To what extent are new actors added to knowledge networks at start-up; iii) Are there differences between existing and new ties in terms of strength and formalisation. The results obtained confirm the consideration of the strategies underlying network building is vital for an understanding of the configuration of young science-based firms’ knowledge networks. They reveal the existence of different knowledge network building strategies that often combine tie persistence with search for novelty. They also suggest that differences in the network building strategies may be the behind the somewhat contradictory results presented in the literature about the network configuration that is more favourable for innovation

Knowledge networks in science-based start-ups : actors and strategies

The paper investigates the strategic choices made by young science-based firms’ regarding the selection of knowledge sources. Drawing on two streams of research – on alliances and on social networks – two different dimensions of this strategy are considered: the activation of the entrepreneurs’ social capital and the intentional inclusion of new knowledge sources. The data collected for a subset of the Portuguese biotechnology sector are analysed with a view to answer to three research questions: i) To what do extent firms’ rely on entrepreneurs’ personal networks, activating their social capital to access scientific and technological knowledge at start-up; ii) To what extent are new actors added to knowledge networks at start-up; iii) Are there differences between existing and new ties in terms of strength and formalisation. The results obtained confirm the consideration of the strategies underlying network building is vital for an understanding of the configuration of young science-based firms’ knowledge networks. They reveal the existence of different knowledge network building strategies that often combine tie persistence with search for novelty. They also suggest that differences in the network building strategies may be the behind the somewhat contradictory results presented in the literature about the network configuration that is more favourable for innovation

Building innovation networks in sciencebased young firms : the selection of knowledge sources

The paper investigates the strategic choices made by young science-based firms’ regarding the selection of knowledge sources. Drawing on two streams of research – on alliances and on social networks – two different dimensions of this strategy are considered: the activation of the entrepreneurs’ social capital (versus the intentional inclusion of new knowledge sources) and the persistence of ties from start-up to the early growth phase. The data collected for a subset of the Portuguese biotechnology sector are analysed with a view to answer to four research questions: i) To what do extent firms’ rely on entrepreneurs’ personal networks, activating their social capital to access scientific and technological knowledge at start-up; ii) To what extent are new actors added to knowledge networks at start-up; iii) Are there differences between existing and new ties in terms of strength and formalisation?; iv) Is there tie persistence in knowledge networks between the start-up and the early growth phases? The results obtained confirm the consideration of the strategies underlying network building is vital for an understanding of the configuration of young science-based firms’ knowledge networks. They reveal the existence of different network building strategies and appear to indicate a tendency for continuity of attitudes over the companies’ life. They also suggest that differences in the network building strategies may be the behind the somewhat contradictory results presented in the literature about the network configuration that is more favourable for innovatio

The gloomy side of embeddedness: The effects of overembeddedness on inter-firm partnership formation

We discuss the ‘gloomy’ side of firms’ embeddedness in networks of inter-firm partnerships. We propose a nested understanding of the effects of three levels of overembeddedness – environmental, inter-organizational and dyadic overembeddedness – on subsequent inter-firm partnership formation and argue for a joint examination of these three levels and their interactions over time. As a whole, increases in firms’ embeddedness will generate decreasing returns to the firms involved, prompting (i) the search for and attachment to novel partners and (ii) the dissolution of extant partnerships. On the flipside, overembeddedness thus sparks network evolution – by cueing firms to look beyond their embedded partnerships

Literature Review: The Paradox of Social Network Ties in Creating Knowledge

Knowledge creation, as a salient concept in recent literature on business and strategic management, has been examined as one of the most valuable capabilities of firms. As the increasing impact of globalization and high competition challenge the firms to manage knowledge efficiently, social network ties among firms come to agenda. Network ties are beneficial in knowledge creation process since knowledge creation is a social process, in need of coordination and cooperation with partners who possess the knowledge the firm requires. Combination and exchange of knowledge is realized in social networks. The central argument in that context is which ties are more beneficial: Should firms forge strong or weak ties in their interorganizational relations to strengthen their knowledge creation capability is the question that tried to be examined in this paper. According to weak-tie theory, distant and infrequent ties are proper since they provide novel and diverse information from disconnected actors. However, strong-tie theory provides that frequent and long-lasting relationships are more conducive to support knowledge creation since they include trust, reciprocity and willingness to share the resources. The aim of this conceptual paper is to examine the extant literature concerning social networks and knowledge creation to develop a tentative model which presents the conditions affect the decision of utilizing strong or weak ties. Different benefits are embedded in these ties, but the point is to get understand under which conditions a strong or a weak tie generate a better return in knowledge creation process