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 accessAbstract
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.
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“While a GVC can typically be conceptualized as an asymmetrical or high centrality network with a lead firm at its centre (Kano, 2018), these networks can also be heterogeneous in terms of such characteristics as depth, density, openness, and the presence of structural holes (Capaldo, 2007;Rowley, 1997).”
From Global value chains: A review of the multi-disciplinary literature (2020) · cites this paper as Capaldo, 2007
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Cites
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Cited by
Sorted by citations
Managing for stakeholders, stakeholder utility functions, and competitive advantage
Harrison, J. S., Bosse, D. A., & Phillips, R. A. (2009) · Strategic Management Journal · doi:10.1002/smj.801 · Cited by 1,348
“Firms that manage for stakeholders are in a favorable position to manage the flow of this sort of information because stakeholders are more likely to trust that such a firm will act responsibly with regard to their own interests (Capaldo, 2007).”
BackgroundThe dark side of buyer–supplier relationships: A social capital perspective⋆
Villena, V. H., Revilla, E., & Choi, T. Y. (2011) · Journal of Operations Management · doi:10.1016/j.jom.2010.09.001 · Cited by 1,018
“Further, previous studies have limited the analysis of social capital to its relational dimension (Cousins et al., 2006; Johnston et al., 2004), structural dimension (Capaldo, 2007), or a combination of the two (Autry and Griffis, 2008; Lawson et al., 2008).”
BackgroundGlobal value chains: A review of the multi-disciplinary literature
Kano, L., Tsang, E. W. K., & Yeung, H. W.-C. (2020) · Journal of International Business Studies · doi:10.1057/s41267-020-00304-2 · Cited by 767
“…a GVC can typically be conceptualized as an asymmetrical or high centrality network with a lead firm at its centre (Kano, 2018), these networks can also be heterogeneous in terms of such characteristics as depth, density, openness, and the presence of structural holes (Capaldo, 2007; Rowley, 1997).”
BackgroundAlliance Portfolios: A Review and Research Agenda
Wassmer, U. (2010) · Journal of Management · doi:10.1177/0149206308328484 · Cited by 511
“…strong dyadic ties can affect a focal firm’s innovative capabilities positively if they are trust based, knowledge intensive, and reinforced through the development of social content between alliance partners, relationship-specific investments, and the deepening of mutual knowledge (Capaldo, 2007).”
BackgroundGölgeci̇, İ., & Kuivalainen, O. (2019) · Industrial Marketing Management · doi:10.1016/j.indmarman.2019.05.006 · Cited by 535
“Having interorganizational ties with firms operating within supply chains is important but so is having intersectional ties (ties across sectors) (Capaldo, 2007).”
Background
Metadata
- 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
- 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
- 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
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