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Partner networks: Leveraging external ties to improve entrepreneurial performance
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“v) All types of network configuration constantly change and adapt depending on the requirements of partners and the context within which the network operates (Larson, 1991).”
From Networking and innovation: a systematic review of the evidence (2004) · cites this paper as Larson, 1991
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Metadata
- Authors
- Larson, A.
- Affiliations
- University of Virginia (US)
- Corresponding author
- Larson, Andrea
- ORCID
- Larson, Andrea
- Venue
- Journal of Business Venturing
- Publisher
- Elsevier BV
- Published
- 1991-05
- Volume
- 6
- Issue
- 3
- Pages
- 173-188
- ISSN
- 0883-9026 (ISSN-L)
- OpenAlex
- W2068348937
- Cited by
- 388
- References
- 20
- Citations by year
- 2026: 4 · 2025: 3 · 2024: 4 · 2023: 4 · 2022: 8 · 2021: 22 · 2020: 15 · 2019: 12 · 2018: 16 · 2017: 9 · 2016: 15 · 2015: 15 · 2014: 15 · 2013: 26 · 2012: 20
- FWCI
- 5.89
- Type
- journal article
- Language
- en
- Open access
- closed
- Locations
- Journal of Business Venturing (publishedVersion)
- RePEc: Research Papers in Economics (submittedVersion)
- Topics
- 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
- Social Sciences › Business, Management and Accounting › Strategy and Management › Innovation and Knowledge Management
- Keywords
- partnership networks, entrepreneurial firms, interfirm alliances, trust, vertical integration, small business, collaborative alliances, information sharing, organizational governance, competitive advantage, strategic planning
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