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In this study we examine the structural logic underlying complex intraorganizational networks. Drawing on different propositions about structural regularities in networks and using a comparative case study, we empirically investigate the structural logic of collaborative networks for the strategic decision process in two German corporations. In both organizations, data were gathered on cooperative relationships between all managers belonging to the top two management levels. We model structural regularities at the dyadic and the extradyadic level by applying a class of multivariate exponential random graph models. Our findings contribute to the existing literature in three ways: (1) Although networks are particularly likely to exhibit some types of structural regularities (e.g., reciprocity and transitivity), there are other relational forms such as cycles that seem to be of limited relevance. (2) Structural regularities are not limited to a single type of relation but may comprise instrumental and affective relational ties simultaneously. (3) An organization's formal cooperation structure has surprisingly limited influence on the structural patterns of cooperation, whereas friendship ties are embedded in managers' regular interaction patterns in many different ways.

Research Summary: In this article, we examine to what extent a firm's propensity to acquire brokerage positions in its external knowledge networks is driven by its entrepreneurial orientation. Specifically, we compare the influence of a firm's overall entrepreneurial orientation (EO) to the effects that the individual EO dimensions (i.e., risk taking, proactivity, and innovativeness) have on brokerage. Using a case study design, survey data was gathered from a company cluster in the German photonics industry. Applying a class of exponential random graph models, our results suggest that a firm's overall level of EO does not affect its propensity to obtain a brokerage position. In contrast, brokerage is positively influenced by a firm's willingness to take business‐related risks, whereas a pronounced orientation toward innovation seems to reduce brokerage. Managerial Summary: While it has often been claimed that a pronounced orientation toward entrepreneurship helps firms succeed, the results of our study suggest that the individual dimensions of entrepreneurial orientation in fact differently influence the ability of firms to obtain brokerage positions in their external collaboration networks with partners. Specifically, obtaining brokerage positions seems to depend on the willingness of firms to take business‐related risks. In contrast to our theoretical considerations, we were unable to find empirical support for our assumption that proactivity would be a similarly important antecedent to network brokerage. Finally, firms should be careful with respect to an extensive orientation toward innovativeness, as they run the risk of neglecting the importance of an advantageous strategic position in their external networks.

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