Personal networks and firm competitive strategy—A strategic or coincidental match?
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The nature of network configuration and its utility for innovation and competitiveness depends on the strategic requirements of individual firms.
“i) The nature of network configuration and its utility for innovation and competitiveness depends on the strategic requirements of individual firms (Ostgaard and Birley, 1994;Koch, 2003).”
From Networking and innovation: a systematic review of the evidence (2004) · cites this paper as Ostgaard and Birley, 1994
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- Authors
- Ostgaard, T. A., & Birley, S.
- Affiliations
- Imperial College London (GB)
- Corresponding author
- Birley, Sue
- Venue
- Journal of Business Venturing
- Publisher
- Elsevier BV
- Published
- 1994-07
- Volume
- 9
- Issue
- 4
- Pages
- 281-305
- ISSN
- 0883-9026 (ISSN-L)
- OpenAlex
- W2076333450
- Cited by
- 362
- References
- 68
- Citations by year
- 2026: 3 · 2025: 6 · 2024: 10 · 2023: 5 · 2022: 8 · 2021: 18 · 2020: 6 · 2019: 13 · 2018: 8 · 2017: 22 · 2016: 10 · 2015: 18 · 2014: 11 · 2013: 17 · 2012: 17
- FWCI
- 10.29
- 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 › Management of Technology and Innovation › Entrepreneurship Studies and Influences
- 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
- Keywords
- entrepreneurial networks, owner-managers, competitive strategy, startups, small business, network density, network intensity, marketing differentiation, product innovation, market segmentation, distribution, vertical differentiation, social network theory, resource-based view, corporate development, consumer attention, market orientation
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