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Organizational theorists have extensively documented the increased likelihood that two organizations will form a relationship if they have preexisting relationships with the same third party, a phenomenon known as triadic closure. They have neglected, however, the importance of the shared third party in facilitating or reversing this process. I theorize that the collaboration outcomes and competitive concerns of the intermediary spanning an open triad play a crucial role in whether that triad closes. Using a longitudinal dataset of the investment decisions of limited partners investing in U.S. venture capital firms in the period 1997-2007, I find that an intermediary is less likely to facilitate a direct connection under two conditions: (1) the intermediary has experienced failed collaborations with one of the indirectly connected parties or (2) the intermediary has competitive concerns-driven by its replaceability and relative attractivenessthat it may lose future business to one of the indirectly connected parties. The paper goes beyond the conceptualization of indirect ties as passive scaffolding that supports creating direct ties and instills a greater appreciation for the role of the intermediary that sits across them.

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We explore how the initial market positioning of entrepreneurial ventures shapes how they professionalize over time, focusing specifically on the development of functional roles. In contrast to existing literature, which presumes a uniform march toward professionalization as ventures scale and complete developmental milestones, we advance a contingent perspective, distinguishing between the development of external interface functions (marketing & sales and customer development) and internal process functions (accounting, human resources, and finance). Specifically, we argue that positioning in an unconventional market space raises demand for external engagement that focuses ventures’ attention and resources toward developing external interface roles. At the same time, such unconventional ventures are less apt to elaborate their internal process roles relative to more conventional peers. We test these predictions using a novel longitudinal data set on the internal organizations of 3,748 U.S.-based entrepreneurial ventures. In contrast to common assumptions of convergent professionalization, our theory and findings advance the perspective that ventures pursue divergent professionalization paths based on their initial market positioning as they scale up.

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