Cited by 986Innovation and Knowledge ManagementBusiness Strategy and InnovationEntrepreneurship Studies and Influences

The DOI matches its Crossref record; 59 of the 68 references it cites were found in a registry or an index.

Network structure and innovation: The leveraging of a dual network as a distinctive relational capability

Open access

Capaldo, Antonio·2007·Strategic Management Journal

Open this paper in CoChat — free account

Abstract

This paper employs comparative longitudinal case study research to investigate why and how strong dyadic interfirm ties and two alternative network architectures (a ‘strong ties network’ and a ‘dual network’) impact the innovative capability of the lead firm in an alliance network. I answer these intrinsically cross‐level research questions by examining how three design‐intensive furnishings manufacturers managed their networks of joint‐design alliances with consulting industrial design firms over more than 30 years. Initially, in order to explore the sample lead firms' alliance behavior, I advance an operationalization of interorganizational tie strength. Next, I unveil the strengths of strong ties and the weaknesses of a strong ties network. Finally, I show that the ability to integrate a large periphery of heterogeneous weak ties and a core of strong ties is a distinctive lead firm's relational capability, one that provides fertile ground for leading firms in knowledge‐intensive alliance networks to gain competitive advantages whose sustainability is primarily based on the dynamic innovative capability resulting from leveraging a dual network architecture. Copyright © 2007 John Wiley & Sons, Ltd.

Integrity signals

Registry

Crossref · 10.1002/smj.621

Cites

59 of 59 references verified0 citation errors · 0 not checkable

Statistics

Recomputing p-values needs the paper’s full text.

Claims the paper makes

We couldn’t retrieve this paper’s full text, so its claims and self-check weren’t run. The registry and citation checks still apply.

Claims other papers make about this one

Each is checked against this paper’s own text: does it say what the citing paper says it does?

The Strength of Weak Ties
Granovetter, M. S. (1973) · American Journal of Sociology · doi:10.1086/225469 · Cited by 40,491
Diffusion of Innovations 1
Rogers, E. M., Singhal, A., & Quinlan, M. M. (2019) · Routledge eBooks · doi:10.4324/9780203710753-35 · Cited by 37,670
Absorptive Capacity: A New Perspective on Learning and Innovation
Cohen, W. M., & Levinthal, D. A. (1990) · Administrative Science Quarterly · doi:10.2307/2393553 · Cited by 35,728
Hierarchical Grouping to Optimize an Objective Function
Ward, J. H. (1963) · Journal of the American Statistical Association · doi:10.1080/01621459.1963.10500845 · Cited by 21,341
Building Theories from Case Study Research
Eisenhardt, K. M. (1989) · The Academy of Management Review · doi:10.2307/258557 · Cited by 17,455
The Relational View: Cooperative Strategy and Sources of Interorganizational Competitive Advantage
Dyer, J. H., & Singh, H. (1998) · Academy of Management Review · doi:10.5465/amr.1998.1255632 · Cited by 12,810
Social Structure and Competition in Interfirm Networks: The Paradox of Embeddedness
Uzzi, B. (1997) · Administrative Science Quarterly · doi:10.2307/2393808 · Cited by 9,853
Cluster Analysis
Everitt, B. J., Landau, S., & Leese, M. (1974) · Cited by 9,186
Structural Holes
Burt, R. S. (1992) · doi:10.4159/9780674029095 · Cited by 9,093
Principal Component Analysis
Goodall, C. R., & Jolliffe, I. T. (1988) · Technometrics · doi:10.2307/1270093 · Cited by 8,797

Flagged first, then by citations

Show all 68 references

9 of the 68 references couldn’t be matched to a known paper.

Research works printed but not linked: 23

10.1002/(SICI)1097-0266(200003)21:3<267::AID-SMJ89>3.0.CO;2-8 · DOI
Blankenburg Holm D, 1999, Creating value through mutual commitment to business network relationships, Strategic Management Journal, 20, 467
Bouroche JM, 1983, L'analyse des Données
10.2307/4134389 · DOI
10.1002/(SICI)1097-0266(200003)21:3<345::AID-SMJ96>3.0.CO;2-N · DOI
10.2307/259056 · DOI
Good D, 1988, Trust: Making and Breaking Cooperative Relations, 31
Granovetter M, 1982, Social Structure and Network Analysis, 105
10.1002/(SICI)1097-0266(200003)21:3<203::AID-SMJ102>3.0.CO;2-K · DOI
10.2307/259296 · DOI
Hampel FR, 1986, Robust Statistics: The Approach Based on Influence Functions
Harary F, 1965, Structural Models
10.2307/256887 · DOI
10.2307/259249 · DOI
10.1002/(SICI)1097-0266(200003)21:3<217::AID-SMJ95>3.0.CO;2-Y · DOI
Krackhardt D, 1992, Networks and Organizations, 216
MacQueen J, 1967, Proceedings of the Fifth Berkeley Symposium on Mathematical Statistics and Probability, 281
10.2307/258836 · DOI
Rogers E, 2003, Diffusion of Innovations
Rousseau DM, 1985, Research in Organizational Behavior, 1
10.1002/(SICI)1097-0266(200003)21:3<369::AID-SMJ93>3.0.CO;2-M · DOI
10.2307/256930 · DOI
Yin K, 1994, Case Study Research

Sorted by citations

Items 201–300 of 982

An exploratory study of knowledge creation and sharing in online community: a social capital perspective
Sheng, M. L., & Hartono, R. (2013) · Total Quality Management & Business Excellence · doi:10.1080/14783363.2013.776769 · Cited by 57
“When strong ties exist, the network develops a high degree of trust that encourages partners to make greater commitments of resources to the relationship (Capaldo, 2007).”
Background
How Do Informal Ties Drive Open Innovation? The Contingency Role of Market Dynamism
Zhu, X., Dong, M. C., Gu, J., & Dou, W. (2017) · IEEE Transactions on Engineering Management · doi:10.1109/tem.2017.2654362 · Cited by 48
“The strength of these ties dictates the frequency, the reciprocity, the emotional intensity, and the intimacy of the knowledge flows [61], [63], [68].”
Background
Innovation through tradition in design-intensive family firms
Magistretti, S., Dell’Era, C., Frattini, F., & Petruzzelli, A. M. (2020) · Journal of Knowledge Management · doi:10.1108/jkm-07-2019-0399 · Cited by 48
Cluster Firms: You'll Never Walk Alone
Molina-Morales, F. X., & Martínez-Cháfer, L. (2014) · Regional Studies · doi:10.1080/00343404.2014.952719 · Cited by 47
“Individual firms can develop the ability to integrate a large periphery of heterogeneous weak ties and a core of strong ties that provides fertile ground on which to gain competitive advantages from leveraging a dual network architecture (CAPALDO, 2007).”
Background
Networking Capability, Network Structure, and New Product Development Performance
Mu, J. (2014) · IEEE Transactions on Engineering Management · doi:10.1109/tem.2014.2359160 · Cited by 47
“, [1], [13], [14]) and dynamic capability view (DCV) of the firm indicating that firm actors differ markedly in terms of their abilities to create and benefit from social network structure (e.”
BackgroundInfluential
Examining consumer emotion and behavior in online reviews of hotels when expecting managerial response
Xu, X. (2020) · International Journal of Hospitality Management · doi:10.1016/j.ijhm.2020.102559 · Cited by 51
Eco-innovation antecedents in cultural tourism clusters: External relationships and explorative knowledge
Martínez-Pérez, Á., Villaverde, P. M. G., & Elche, D. (2015) · Innovation · doi:10.1080/14479338.2015.1011058 · Cited by 46
“Firms located in a cultural tourism cluster with weaker links and located in structural holes will have access nonredundant contacts and, consequently, create more eco-innovations (Capaldo, 2007).”
Background
It’s in the Mix: How Firms Configure Resource Mobilization for New Product Success
Thornton, S. C., Henneberg, S. C. M., Leischnig, A., & Naudé, P. (2019) · Journal of Product Innovation Management · doi:10.1111/jpim.12489 · Cited by 47
“…ties with at least moderate levels is necessary for new product success, and that complementarity effects among strong-tie and weak-tie resource mobilization approaches exist, thus confirming the insights obtained by prior studies on the topic (e.g., Capaldo, 2007; Michelfelder and Kratzer, 2013).”
BackgroundMethodResultInfluential
Do social ties foster firms’ environmental innovation? The moderating effect of resource bricolage
Liao, Z., Weng, C., Long, S., & Xiao, Z. (2020) · Technology Analysis and Strategic Management · doi:10.1080/09537325.2020.1821876 · Cited by 47
“This social network connects the firm to external organisations through resource integration, business cooperation, and interest exchange (Capaldo 2007).”
Background
Zdolność sieciowa jako czynnik przewagi konkurencyjnej na rynku przedsiębiorstw
Mitręga, M. (2010) · Cited by 45
Configurations of knowledge transfer relations: An empirically based taxonomy and its determinants
Oerlemans, L. A. G., & Knoben, J. (2010) · Journal of Engineering and Technology Management · doi:10.1016/j.jengtecman.2010.03.002 · Cited by 46
Towards evidence-based management of external resources: Developing design propositions and future research avenues through research synthesis
Tanskanen, K., Ahola, T., Aminoff, A., Bragge, J., Kaipia, R., & Kauppi, K. (2017) · Research Policy · doi:10.1016/j.respol.2017.04.002 · Cited by 45
“Scholars of strategic management commonly use the generic term “alliance” to a wide range of strategically important interorganisational relationships (e.g. Capaldo, 2007; Carson et al., 2006).”
Background
How shared vision moderates the effects of absorptive capacity and networking on clustered firms’ innovation
Expósito‐Langa, M., Molina-Morales, F. X., & Tomás‐Miquel, J. (2015) · Scandinavian Journal of Management · doi:10.1016/j.scaman.2015.06.001 · Cited by 45
“Secondly, we assume the potential relevance of the portfolio of relationships of a clustered firm determining its network position (Boari et al., 2002; Capaldo, 2007; Coombs et al., 2009; MolinaMorales and Martinez-Fernandez, 2009, Li et al., 2013).”
Background
Innovation in clusters: exploration capacity, networking intensity and external resources
Expósito‐Langa, M., Tomás‐Miquel, J., & Molina-Morales, F. X. (2015) · Journal of Organizational Change Management · doi:10.1108/jocm-10-2013-0192 · Cited by 44
“Secondly, we assume the potential relevance of the portfolio of relationships of clustered firms (Capaldo, 2007; Coombs et al., 2009; Molina-Morales and MartinezFernandez, 2009) and the existence of specific external resources in the cluster provided by KIBS (Hipp and Grupp, 2005).”
BackgroundResult
Network partner knowledge and internal relationships influencing customer relationship quality and company performance
Mitręga, M. (2012) · Journal of Business and Industrial Marketing · doi:10.1108/08858621211251488 · Cited by 45
Services networks: Concept and research agenda
Henneberg, S. C. M., Gruber, T., & Naudé, P. (2012) · Industrial Marketing Management · doi:10.1016/j.indmarman.2012.11.013 · Cited by 44
“Likewise, Capaldo (2007) suggests that companies should have a dual structure consisting of a core of strong homogeneous ties and a large number of weak heterogeneous ties.”
Background
Sharing economy–based service triads: Towards an integrated framework and a research agenda
Li, D., Liu, G., Jia, F., & Sun, H. (2019) · Journal of Cleaner Production · doi:10.1016/j.jclepro.2019.02.019 · Cited by 43
Relational asymmetry, trust, and innovation in supply chain management: a non-linear approach
Michalski, M., Montes, J. L., & Narasimhan, R. (2019) · International Journal of Logistics Management · doi:10.1108/ijlm-01-2018-0011 · Cited by 41
Network capability and strategic performance in SMEs: the role of strategic flexibility and organizational ambidexterity
Majid, A., Yasir, M., Yasir, M., & Yousaf, Z. (2020) · Eurasian economic review : · doi:10.1007/s40821-020-00165-7 · Cited by 51
Accelerating Green Innovation Performance from the Relations of Network Potential, Absorptive Capacity, and Environmental Turbulence
Shuizheng, S., Hossin, M. A., Xiaohua, Y., & Hosain, S. (2021) · Sustainability · doi:10.3390/su13147765 · Cited by 42
“Capaldo [52] found that the frequent and continuous interaction and cooperation between the focal firm and the partners in the alliance portfolio are conducive to the two-way transfer and utilization of in-depth knowledge and tacit knowledge between partners through reducing mutual conflicts and opportunistic behavior.”
Background
Sink, swim, or drift: How social enterprises use supply chain social capital to balance tensions between impact and viability
Taylor, K. M., & Rosca, E. (2022) · Journal of Supply Chain Management · doi:10.1111/jscm.12295 · Cited by 41
SME Network Characteristics vs. Product Innovativeness: How to Achieve High Innovation Performance
Pullen, A. J. J., de Weerd-Nederhof, P. C., Groen, A. J., & Fisscher, O. A. M. (2012) · Creativity and Innovation Management · doi:10.1111/j.1467-8691.2012.00638.x · Cited by 40
“…or might influence the innovation performance among which network characteristics (Ahuja, 2000; Becker & Dietz, 2004; Branzei & Thornhill, 2006; Capaldo, 2007; Chang, 2003; Deeds & Hill, 1996; Faems et al., 2005; Hillebrand & Biemans, 2004; Powell, Koput, & Smith-Doerr, 1996; Ritter &…”
Explaining innovation in mature industries: evidences from Italian SMEs
Caiazza, R. (2015) · Technology Analysis and Strategic Management · doi:10.1080/09537325.2015.1038511 · Cited by 42
Measurement of innovation capability in supply chain: an exploratory study
Iddris, F. (2016) · International Journal of Innovation Science · doi:10.1108/ijis-07-2016-0015 · Cited by 42
Managing asset orchestration: A processual approach to adapting to dynamic environments
Schriber, S., & Löwstedt, J. (2018) · Journal of Business Research · doi:10.1016/j.jbusres.2018.05.027 · Cited by 42
The Effect of Interpersonal Political Embeddedness on Firm Internationalization Scope
Sawant, R. J., Nachum, L., & Panibratov, A. Y. (2020) · British Journal of Management · doi:10.1111/1467-8551.12430 · Cited by 41
Resource recombination perspective on open eco‐innovation: Open innovation type, strategic orientation, and green innovation
Kim, Y.-H., Roh, T., & Boroumand, R. (2024) · Business Strategy and the Environment · doi:10.1002/bse.3806 · Cited by 40
How do network resources affect firms' network-oriented dynamic capabilities?
Alinaghian, L., & Razmdoost, K. (2017) · Industrial Marketing Management · doi:10.1016/j.indmarman.2017.12.006 · Cited by 41
“…(Forkmann et al., 2016; Mitrega & Pfajfar, 2015; Vesalainen & Hakala, 2014), shape a heterogeneous portfolio of weak and strong ties with them (Capaldo, 2007) or learn from these actors through articulation, codification and sharing of knowledge (Kale & Singh, 2007) have been investigated as…”
BackgroundInfluential
The guppy and the whale: Relational pluralism and start-ups' expropriation dilemma in partnership formation
Knoben, J., & Bakker, R. M. (2018) · Journal of Business Venturing · doi:10.1016/j.jbusvent.2018.05.008 · Cited by 40
Coping with complexity by making trust an important dimension in governance and coordination
Vahlne, J., & Johanson, J. (2021) · International Business Review · doi:10.1016/j.ibusrev.2021.101798 · Cited by 48
Managing open innovation within supply networks in mature industries
Kazemargi, N., Tavoletti, E., Appolloni, A., & Cerruti, C. (2022) · European Journal of Innovation Management · doi:10.1108/ejim-12-2021-0606 · Cited by 39
Strategic Alliance Outcomes: Consolidation and New Directions
Ryan‐Charleton, T., Gnyawalị, D. R., & Oliveira, N. (2022) · Academy of Management Annals · doi:10.5465/annals.2020.0346 · Cited by 47
A relational view of start-up firms inside an incubator: the case of the ARCA consortium
Fatta, D. D., Caputo, F., & Dominici, G. (2018) · European Journal of Innovation Management · doi:10.1108/ejim-08-2017-0110 · Cited by 40
Management ties and firm performance: Influence of family governance
Lee, T. (2019) · Journal of Family Business Strategy · doi:10.1016/j.jfbs.2018.12.003 · Cited by 39
Inter-firm inventor mobility and the role of co-inventor networks in producing high-impact innovation
Tóth, G., & Lengyel, B. (2019) · The Journal of Technology Transfer · doi:10.1007/s10961-019-09758-5 · Cited by 39
“…network and the position of the firm or the inventor determines the variety of knowledge access and therefore are considered as major underlying factors for innovation (Borgatti and Cross 2003; Capaldo 2007; Ibarra 1993; Inkpen and Tsang 2005; Schilling and Phelps 2007; Singh 2005; Sorenson et al.”
Background
Identification of the Dynamic Capabilities Ecosystem—A Systems Thinking Perspective
Vijaya Sunder, M., & Ganesh, L. S. (2020) · Group & Organization Management · doi:10.1177/1059601120963636 · Cited by 48
“While a few studies used case studies (Martin, 2011; Rindova & Kotha, 2001), others used a variety of methods based on interviews (Capaldo, 2007), questionnaires (Macher & Mowery, 2009; Schilke, 2014b), mixed methods (Bititci et al., 2011; Newey & Zahra, 2009), etc. to recognize or validate them as…”
BackgroundMethodInfluential
New directions to create dynamic capabilities: The role of pioneering orientation and interorganizational relationships
Ruiz-Ortega, M., Rodrigo-Alarcón, J., & Parra‐Requena, G. (2023) · European Management Journal · doi:10.1016/j.emj.2023.01.005 · Cited by 36
Environmental Innovations, Local Networks and InternationalizationPreprint
Cainelli, G., Mazzanti, M., & Montresor, S. (2011) · SSRN Electronic Journal · doi:10.2139/ssrn.1781698 · Cited by 39
Knowledge Maturity and the Scientific Value of Innovations: The Roles of Knowledge Distance and AdoptionPreprint
Capaldo, A., Lavie, D., & Petruzzelli, A. M. (2014) · SSRN Electronic Journal · Cited by 39
Self-citation
The partner next door? The effect of micro-geographical proximity on intra-cluster inter-organizational relationships
Ferretti, M., Guerini, M., Panetti, E., & Parmentola, A. (2021) · Technovation · doi:10.1016/j.technovation.2021.102390 · Cited by 39
The emergence of new networked business models from technology innovation: an analysis of 3-D printing design enterprises
Cautela, C., Pisano, P., & Pironti, M. (2014) · International Entrepreneurship and Management Journal · doi:10.1007/s11365-014-0301-z · Cited by 38
“…which features stable and well-supported relationships between large-scale manufacturers, incumbent designers and design consulting firms (Capaldo 2007; Dell’Era and Verganti 2010), a new scenario appears to be emerging that features new ventures (including newcomer designers) whose…”
Background
Review on the Relationship of Absorptive Capacity with Interorganizational Networks and the Internationalization Process
Agramunt, L. F., Berbel-Pineda, J. M., Capobianco-Uriarte, M. D. L. M., & Casado‐Belmonte, M. D. P. (2020) · Complexity · doi:10.1155/2020/7604579 · Cited by 38
“*e positive effect between the innovation process and interorganizational networks, especially in relation with international “nodes,” is present in many papers [34, 39, 40].”
Background
Leveraging open innovation strategies for fueling eco-innovation performance in dynamic environments
Cheng, C. C. J., & Shiu, E. (2020) · Sustainability Accounting Management and Policy Journal · doi:10.1108/sampj-04-2018-0103 · Cited by 38
Information Communities: The Network Structure of Communication
Zubcsek, P. P., Chowdhury, I., & Katona, Z. (2011) · Social Networks · doi:10.1016/j.socnet.2014.02.001 · Cited by 38
Promoting supply chain financing performance of SMEs based on the extended resource-based perspective
Lu, Q., Deng, Y., Liu, B., & Chen, J. (2022) · Journal of Business and Industrial Marketing · doi:10.1108/jbim-05-2021-0261 · Cited by 38
Understanding the relationship between coopetition and startups’ resilience: the role of entrepreneurial ecosystem and dynamic exchange capability
Zhang, M., & Li, X. (2025) · Journal of Business and Industrial Marketing · doi:10.1108/jbim-04-2024-0226 · Cited by 38
Innovativeness and business relationships in women‐owned firms: The role of gender stereotypes
Fuentes, M. D. M. F., Bojica, A. M., Arroyo, M. R., & Welter, F. (2015) · Canadian Journal of Administrative Sciences / Revue Canadienne des Sciences de l Administration · doi:10.1002/cjas.1329 · Cited by 37
Relational capabilities to leverage new knowledge
Martins, J. T. (2016) · The Learning Organization · doi:10.1108/tlo-03-2016-0022 · Cited by 37
“However, to capture value from networks, a combination of both strong ties and weak ties network relationships is required (Capaldo, 2007; Hansen, 1999; Reagans and McEvily, 2003; Obstfeld, 2005; Tiwana, 2008).”
Background
The structural characteristics of innovation ecosystem: a fashion case
Lin, S.-Y. (2018) · European Journal of Innovation Management · doi:10.1108/ejim-09-2017-0115 · Cited by 37
“…is key to advancing social capital as the dynamics of interactions allow a focal firm to be exposed to a larger amount of relevant information and knowledge, and to share resources that can potentially facilitate knowledge creation and idea inspiration within the organisation (Capaldo, 2007).”
Background
The impact of networks on the innovative and financial performance of more entrepreneurial versus less entrepreneurial farmers in West Java, Indonesia
Etriya, E., Scholten, V., Wubben, E., & Omta, S. (2019) · NJAS - Wageningen Journal of Life Sciences · doi:10.1016/j.njas.2019.100308 · Cited by 32
“A study reported that the more heterogeneous the partners in an alliance are, the higher the firm’s innovative performance (Capaldo, 2007).”
Background
Strategic business performance through network capability and structural flexibility
Anser, M. K., Yousaf, Z., Usman, M., Yousaf, S., Fatima, N., Hussain, H., & Waheed, J. (2020) · Management Decision · doi:10.1108/md-06-2019-0741 · Cited by 42
Supply chain network and financing performance of small and medium enterprises in China: a survey and quasi-replication using fuzzy-set qualitative comparative analysis
Lu, Q., Deng, Y., Miao, Y., Song, H. Z., & Liu, B. (2021) · Baltic Journal of Management · doi:10.1108/bjm-09-2020-0331 · Cited by 37
How to Build a Network that Facilitates Firm‐level Innovation: An Integration of Structural and Managerial Perspectives
Reck, F., Fliaster, A., & Kolloch, M. (2021) · Journal of Management Studies · doi:10.1111/joms.12768 · Cited by 40
Relational Capability of Organizations - Theoretical Advances
Czakon, W. (2009) · Journal of Economics and Management · Cited by 37
Critical context and international intrafirm best-practice transfers
Dinur, A., Hamilton, R. D., & Inkpen, A. C. (2009) · Journal of International Management · doi:10.1016/j.intman.2008.07.003 · Cited by 38
Managerial Networks and Exploration in a Professional Service Firm
Rogan, M., & Mors, M. L. (2016) · Organization Studies · doi:10.1177/0170840616663243 · Cited by 35
“Stronger ties are more likely to provide more redundant information than weak ties (Capaldo, 2007; Hansen, 1999; Uzzi, 1999).”
Background
How Supplier Economies of Scale Drive Supplier Selection Decisions
Badorf, F., Wagner, S. M., Hoberg, K., & Papier, F. (2019) · Journal of Supply Chain Management · doi:10.1111/jscm.12203 · Cited by 35
Structural network embeddedness and firm incremental innovation capability: the moderating role of technology cluster
Shi, X., Lu, L., Zhang, W., & Zhang, Q. (2020) · Journal of Business and Industrial Marketing · doi:10.1108/jbim-05-2019-0253 · Cited by 35
Emergence and Evolution of Network Structures in Complex Interorganizational Project Teams
Garcia, A. J., Mollaoglu, S., Frank, K. A., Duva, M., & Zhao, D. F. (2021) · Journal of Management in Engineering · doi:10.1061/(asce)me.1943-5479.0000951 · Cited by 35
Organizational agility: do agile project management and networking capability require market orientation?
Manurung, A. H., & Kurniawan, R. (2021) · International Journal of Managing Projects in Business · doi:10.1108/ijmpb-10-2020-0310 · Cited by 40
When change is all around: How dynamic network capability and generative NPD learning shape a firm’s capacity for major innovation
Chen, Y., Coviello, N. E., & Ranaweera, C. (2021) · Journal of Product Innovation Management · doi:10.1111/jpim.12595 · Cited by 37
Protective capacity and absorptive capacity
Andersén, J. (2012) · The Learning Organization · doi:10.1108/09696471211239730 · Cited by 35
“Also, concepts such as relational capabilities (Capaldo, 2007; Ling-yee and Ogunmokun, 2001; Lorenzoni and Lipparini, 1999), network capabilities (Hagedoorn et al.”
Background
Research Note—A Dynamic View of the Impact of Network Structure on Technology Adoption: The Case of OSS Development
Peng, G., & Dey, D. (2013) · Information Systems Research · doi:10.1287/isre.2013.0494 · Cited by 35
SMEs' Networking Capability and International Performance
Kenny, B., & Fahy, J. (2011) · Advances in business marketing & purchasing/Advances in business marketing and purchasing · doi:10.1108/s1069-0964(2011)0000017006 · Cited by 42
How Do We Progress? An Exploration of Alternate Explanations for BPM Capability Development
Pöppelbuß, J., Plattfaut, R., & Niehaves, B. (2015) · Communications of the Association for Information Systems · doi:10.17705/1cais.03601 · Cited by 42
“In both organizations, we collected data from multiple sources to exploit the synergetic effects of triangulation (Capaldo, 2007; Yin, 2003): we used focused individual interviews (primary method), comprehensive documentary information, and direct observations (Niehaves et al.”
Method
Who benefits from SMEs’ radical innovations?—empirical evidence from German biotechnology
Shkolnykova, M., & Kudic, M. (2021) · Small Business Economics · doi:10.1007/s11187-021-00464-x · Cited by 34
“…recent years, the relationship between R&D cooperation, knowledge transfer, and firm innovativeness has been the subject of numerous case studies (e.g. Dyer and Nobeoka 2000; Ciesa and Toletti 2004; Eraydin and Aematli-Köroglu 2005; Capaldo 2007), as well as several survey-based empirical studies.”
Background
The strength of R&D network ties in high-tech sectors – a multi-dimensional analysis of the effects of tie strength on innovation performance
Bertrand-Cloodt, D. A. M., Hagedoorn, J., & van Kranenburg, H. (2011) · Technology Analysis and Strategic Management · doi:10.1080/09537325.2011.621294 · Cited by 33
Network Analysis of Open Innovation
Yun, J. J., Jeong, E., & Park, J. (2016) · Sustainability · doi:10.3390/su8080729 · Cited by 32
“Strong dyadic interfirm ties can be the basis of a distinctive lead firm’s relational capability when it is integrated with a core of strong ties [85].”
Background
Control, innovation and international joint venture performance: The moderating role of internal and external environments
Nguyen, H. L., Larimo, J. A., & Wang, Y. (2019) · International Business Review · doi:10.1016/j.ibusrev.2019.101591 · Cited by 33
“Similarly, Nielsen and Nielsen Similarly, Capaldo (2007) suggested that network structures have greatly influenced the innovation capability of the lead-firm in an alliance network.”
Background
SME networking capabilities in export markets and contingencies related to power asymmetry and brand assets
Mitręga, M. (2023) · Industrial Marketing Management · doi:10.1016/j.indmarman.2023.03.001 · Cited by 44
Influence of Institutional Differences on Firm Innovation from International Alliances
Filiou, D., & Golesorkhi, S. (2016) · Long Range Planning · doi:10.1016/j.lrp.2014.09.005 · Cited by 32
“The literature on networks and alliances argues access to diverse knowledge enriches the knowledge pool that firms can use to guide problem solving, in turn increasing the possibilities of finding novel solutions and enhancing innovation (e.g., Capaldo, 2007).”
Background
Language Brokering: Stimulating Creativity During the Concept Development Phase
Dell’Era, C., Buganza, T., Fecchio, C., & Verganti, R. (2011) · Creativity and Innovation Management · doi:10.1111/j.1467-8691.2010.00584.x · Cited by 33
“The opportunity to collaborate with companies on different categories of products (i.e., chairs, kitchens, sofas, lamps, etc.) and in different industries allows designers to transfer languages from one sector to another (Capaldo, 2007).”
Innovative Business Models in the Pharmaceutical Industry: A Case on Exploiting Value Networks to Stay Competitive
Capo, F., Brunetta, F., & Boccardelli, P. (2014) · International Journal of Engineering Business Management · doi:10.5772/59155 · Cited by 32
Overcoming the Dark Side of Closed Networks in Cultural Tourism Clusters: The Importance of Diverse Networks
Martínez-Pérez, Á., & Beauchesne, M. M. (2017) · Cornell Hospitality Quarterly · doi:10.1177/1938965517734938 · Cited by 32
“Firms that possess both types of network structures are the most creative and therefore tend to generate more innovative solutions (Capaldo, 2007).”
Background
When does innovation collaboration pay off? The role of relational learning and the timing of collaboration
Smirnova, M., Ребязина, В., & Khomich, S. G. (2017) · Industrial Marketing Management · doi:10.1016/j.indmarman.2017.11.001 · Cited by 33
Networks of innovation: the sociotechnical assemblage of tabletop computing
Jarrahi, M. H., & Sawyer, S. (2019) · Research Policy · doi:10.1016/j.repolx.2018.100001 · Cited by 35
Performance implications of the buyer-supplier market orientation fit
Gligor, D., Gölgeci, I., Newman, C. L., & Bozkurt, S. (2021) · Industrial Marketing Management · doi:10.1016/j.indmarman.2021.01.010 · Cited by 33
“Accordingly, relationship strength matters beyond its direct effects (Capaldo 2007; Flight et al. 2008; Golicic & Mentzer 2006) and can be an essential contingent factor in shaping the way market orientation fit translated into firm performance.”
Background
The landscape of cybersecurity vulnerabilities and challenges in healthcare: Security standards and paradigm shift recommendations
Kioskli, K., Fotis, T. G., & Mouratidis, H. (2021) · International Conference on Availability, Reliability and Security (ARES) · doi:10.1145/3465481.3470033 · Cited by 37
“One of the main characteristics, which is also one of the advantages of a living lab, is ambidexterity referring to the organisation’s ability to have a dual function of exploration and exploitation [41, 42].”
Background
Innovations, growth and participation in advanced economies - a review of major concepts and findings
Gries, T., Grundmann, R., Palnau, I., & Redlin, M. (2017) · International Economics and Economic Policy · doi:10.1007/s10368-016-0371-1 · Cited by 37
Key account management as a firm capability
Ivens, B., Leischnig, A., Pardo, C., & Niersbach, B. (2017) · Industrial Marketing Management · doi:10.1016/j.indmarman.2017.09.026 · Cited by 29
“However, such capabilities may be also devoted to the overall relationship portfolio management to diversify relationship benefits and risks (Capaldo, 2007; Lavie, 2007; Mitrega et al., 2012; Mitrega et al., 2017).”
Be creative but not so much. Decreasing benefits of creativity in clustered firms
Lora, V. D. C., Vallet‐Bellmunt, T., & Molina-Morales, F. X. (2015) · Entrepreneurship and Regional Development · doi:10.1080/08985626.2014.995722 · Cited by 31
The use of dynamic capabilities to boost innovation in a Brazilian Chemical Company
Froehlich, C., Bitencourt, C. C., & Bossle, M. B. (2017) · Revista de Administração · doi:10.1016/j.rausp.2017.08.007 · Cited by 31
Internal Social Network, Absorptive Capacity and Innovation: Evidence from New Ventures in China
Shan, W., Zhang, C., & Wang, J. (2018) · Sustainability · doi:10.3390/su10041094 · Cited by 33
Relating agility and electronic integration: The role of knowledge and process coordination mechanisms
Nazir, S., & Pinsonneault, A. (2021) · The Journal of Strategic Information Systems · doi:10.1016/j.jsis.2021.101654 · Cited by 39
The influence of R&D partnerships on innovation in manufacturing firms
Azadegan, A., Napshin, S. A., & Oke, A. (2013) · International Journal of Operations & Production Management · doi:10.1108/01443571311300755 · Cited by 31
“, 2002; Ettlie and Pavlou, 2006), the influence of network factors on innovation such as knowledge sharing (Sampson, 2007; Carayannis and Alexander, 2004), network structure (Schilling and Phelps, 2007; Capaldo, 2007) and governance mechanisms (Oke et al.”
Background
Knowledge mediation and overlapping in interfirm networks
Mariotti, F. (2011) · Journal of Knowledge Management · doi:10.1108/13673271111179262 · Cited by 34
“Although much of the above literature emphasizes the contradictory effects of sparse versus cohesive networks in relation to the search and recombination of knowledge, some other studies try to bring together these opposing views and suggest their complementary nature (Capaldo, 2007; Katila and Ahuja, 2002; Lavie and…”
BackgroundResult
Knowledge brokering: spanning technological and network boundaries
Bergenholtz, C. (2011) · European Journal of Innovation Management · doi:10.1108/14601061111104706 · Cited by 31
“Other studies, however, argue for the potential advantage of weak ties even in the presence of innovation and complexity (Rowley et al., 2000; Capaldo, 2007; Harryson et al., 2008; Mors and Lynch, 2010).”
Background
Is social networking a waste of time? The impact of social network and knowledge characteristics on job performance
Park, J. Y., Im, I., & Sung, C. (2017) · Knowledge Management Research & Practice · doi:10.1057/s41275-017-0071-9 · Cited by 31
“However, there is still an ongoing debate regarding which types of social networks are conducive to accessing valuable knowledge for enhancing performance (Capaldo 2007).”
Background
The impact of collaboration diversity and joint experience on the reiteration of university co-patents
Murgia, G. (2018) · The Journal of Technology Transfer · doi:10.1007/s10961-018-9664-6 · Cited by 30
“In other cases, a persistent collaboration could induce the partners to diversify their collaboration strategy, so to avoid the risk of being locked in a scant number of relationships (Capaldo 2007) or to take full advantage of the proprietary knowledge leakages achieved through past collaborations (Hladik 1988).”
BackgroundInfluential
Unveiling the intellectual structure and evolution of external resource management research: Insights from a bibliometric study
Bragge, J., Kauppi, K., Ahola, T., Aminoff, A., Kaipia, R., & Tanskanen, K. (2019) · Journal of Business Research · doi:10.1016/j.jbusres.2018.12.050 · Cited by 30
“In addition to forming knowledge networks or learning alliances, questions on how to form a platform for knowledge search and transfer, and how the characteristics of the network actors facilitate cooperation have been studied (Bond, Houston, & Tang, 2008; Capaldo, 2007; Möller & Svahn, 2004”
BackgroundInfluential
Improving subsidiaries' innovation through knowledge inflows from headquarters and peer subsidiaries
Crespo, C. F., Lages, L. F., & Crespo, N. F. (2020) · Journal of International Management · doi:10.1016/j.intman.2020.100803 · Cited by 33
The effects of subsidiary’s leadership and entrepreneurship on international marketing knowledge transfer and new product development
Crespo, C. F., Crespo, N. F., & Curado, C. (2021) · International Business Review · doi:10.1016/j.ibusrev.2021.101928 · Cited by 33
Increasing entrepreneurial ecosystem-level outcomes through orchestration: A proposed framework
Santos, J. B., Fernandes, A. R., de Oliveira, P. T., Moltene, L., & Partyka, R. B. (2023) · Technovation · doi:10.1016/j.technovation.2023.102873 · Cited by 30
Supply Chain Governance Mechanisms, Green Supply Chain Management, and Organizational Performance
Lee, S. M., & Choi, D. (2021) · Sustainability · doi:10.3390/su132313146 · Cited by 32
“In fact, the relational governance mechanism has been recognized as a major collaboration structure in product innovation [79].”
Background
Exploring the concept of public-private partnership in building critical infrastructure resilience against unexpected events: A systematic review
Ampratwum, G., Osei‐Kyei, R., & Tam, V. W. Y. (2022) · International Journal of Critical Infrastructure Protection · doi:10.1016/j.ijcip.2022.100556 · Cited by 29
Towards a better understanding of Family Business Groups and their key dimensions
Piana, B. D., Vecchi, A., & Cacia, C. (2012) · Journal of Family Business Strategy · doi:10.1016/j.jfbs.2012.05.004 · Cited by 28
Project Complexity and Bonding Social Capital in Network Organizations
Moore, C. B., Payne, G. T., Autry, C. W., & Griffis, S. E. (2016) · Group & Organization Management · doi:10.1177/1059601116650556 · Cited by 29
“Furthermore, as suggested by Capaldo (2007), a dual network may be best, which is “a network architecture wherein a small core of strong ties is integrated with a larger periphery of weak ties” (p. 586).”
Background
Self-organized innovation networks from the perspective of complex systems
Silva, A. L., & Guerrini, F. M. (2018) · Journal of Organizational Change Management · doi:10.1108/jocm-10-2016-0210 · Cited by 29
Unbundling dynamic capabilities for inter-organizational collaboration
Petricević, O., & Verbeke, A. C. (2019) · Cross Cultural & Strategic Management · doi:10.1108/ccsm-02-2019-0044 · Cited by 29
Developing Capabilities in Smart City Ecosystems: A multi-level approach
Gupta, A., Panagiotopoulos, P., & Bowen, F. (2023) · Organization Studies · doi:10.1177/01708406231164114 · Cited by 29
“These studies emphasise the relevance of relational capabilities as the ability of lead firms to derive value from knowledge exchange in networks (Capaldo, 2007; Martins, 2016).”

Authors: Capaldo, A.
Affiliations: Università Cattolica del Sacro Cuore (IT)
Corresponding author: Capaldo, Antonio
ORCID: Capaldo, Antonio
Venue: Strategic Management Journal
Publisher: Wiley
Published: 2007-03-07
Volume: 28
Issue: 6
Pages: 585-608
ISSN: 0143-2095 (ISSN-L)
1097-0266
DOI: 10.1002/smj.621
OpenAlex: W2004383939
Cited by: 986
References: 68
Citations by year: 2026: 26 · 2025: 25 · 2024: 34 · 2023: 41 · 2022: 46 · 2021: 81 · 2020: 95 · 2019: 65 · 2018: 60 · 2017: 65 · 2016: 59 · 2015: 70 · 2014: 64 · 2013: 62 · 2012: 58
FWCI: 79.26
Type: journal article
Language: en
Open access: green
core.ac.uk
Licence: onlinelibrary.wiley.com/termsAndConditions#vor (vor)
Locations: Strategic Management Journal (publishedVersion)
SSRN Electronic Journal (submittedVersion)
Topics: Social Sciences › Business, Management and Accounting › Strategy and Management › Innovation and Knowledge Management
Social Sciences › Business, Management and Accounting › Strategy and Management › Business Strategy and Innovation
Social Sciences › Business, Management and Accounting › Management of Technology and Innovation › Entrepreneurship Studies and Influences
Keywords: inter-firm networks, network architecture, dual network, strong ties, weak ties, relational capabilities, innovation ability, alliance networks, competitive advantage

About these checks

Registry, retraction, Cites and statistics results are computed, not judged, with one exception: a printed reference that no index lists is read once by a model before it counts as a citation error. Claims are extracted by a model and kept only when their quote appears verbatim in the text; each cited source is then checked, with a model’s help, for whether it says what the claim relies on. Those verdicts can be wrong — read the claim’s quote and the cited source before relying on one.

Statistics and arithmetic are recomputed, not judged.

Confidence bands are shown only for fields calibrated on our annotated test set. None is calibrated yet, so no band is shown.

What counts as a claim ›How we measure confidence ›How we check this ›

Are you an author, or do you see a problem with this page? Request a review

Network structure and innovation: The leveraging of a dual network as a distinctive relational capability

Abstract

Overview

Integrity signals

Verification

Claims the paper makes

Claims other papers make about this one

Citations

Cites

Cited by

Related

Metadata

Record

About these checks