A multilevel framework of firm boundaries: firm characteristics, dyadic differences, and network attributes

Yang, Haibin; Lin, Zhiang; Lin, Ya

doi:10.1002/smj.815

Cited by 133 publications

(115 citation statements)

References 94 publications

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“…This is line with emphasis in prior research conducted in the context of hightechnology sectors (Hagedoorn 1993) and the computer industry specifically (e.g., Lee 2007;Yang et al 2010). …”

Section: Robustness Testssupporting

confidence: 85%

Toward a Theory of Extended Contact: The Incentives and Opportunities for Bridging Across Network Communities

Sytch

Tatarynowicz

Gulati

2012

Organization Science

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This study investigates the determinants of bridging ties within networks of interconnected firms. Bridging ties are defined as non-redundant connections between firms located in different network communities. We highlight how firms can enter into these relationships due to the incentives and opportunities for action that are embedded in the existing network structure. Specifically, we propose that the dynamics of proximate network structures, which reflect firms" and their partners" direct connections, affect the formation of bridging ties by shaping the value-creation and value-distribution incentives for bridging. We also argue that the evolving global network structure affects firms" propensity to form bridging ties by shaping the structural opportunities for bridging. We test our theory using the network of partnership ties among firms in the global computer industry from 1991 to 2005. We find support for structural incentives and opportunities as influential precursors of bridging ties.

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“…This is line with emphasis in prior research conducted in the context of hightechnology sectors (Hagedoorn 1993) and the computer industry specifically (e.g., Lee 2007;Yang et al 2010). …”

Section: Robustness Testssupporting

confidence: 85%

Toward a Theory of Extended Contact: The Incentives and Opportunities for Bridging Across Network Communities

Sytch

Tatarynowicz

Gulati

2012

Organization Science

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“…In line with the defense of Burt (1992) and Yang, Lin & Lin (2010), the structural holes of the firm are positive and significantly associated with its value (β 3 ≈ 0.1198; p < 0.1).…”

Section: Panel Data Regression Analysismentioning

confidence: 73%

“…Noyes (2007), in a recent piece of work, and in a way that is in line with the arguments of Burt (1992) and Yang, Lin & Lin (2010), examined the relationships between the firm's structural holes and the identification of investment alternatives. In constructing non-redundant ties (coming from positioning it self in the network of corporate relationships in such a way as to optimize structural holes, a procedure shown in Figure 3), the company can benefit because of its access to information that enables it to identify new investment opportunities (whose proxy adopted here is Tobin's Q).…”

Section: Positioning In the Corporate Network And The Firm Valuementioning

confidence: 94%

Small Worlds and Board Interlocking in Brazil: A Longitudinal Study of Corporate Networks, 1997-2007

Mendes‐Da‐Silva

2011

SSRN Journal

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Social Network Analysis (SNA) is an emerging research field in finance, above all in Brazil. This work is pioneering in that it is supported by reference to different areas of knowledge: social network analysis and corporate governance, for dealing with a similarly emerging topic in finance; interlocking boards, the purpose being to check the validity of the small-world model in the Brazilian capital market, and the existence of associations between the positioning of the firm in the network of corporate relationships and its worth. To do so official data relating to more than 400 companies listed in Brazil between 1997 and 2007 were used. The main results obtained suggest that the configuration of the networks of relationships between board members and companies reflects the small-world model. Furthermore, there seems to be a significant relationship between the firm's centrality and its worth, described according to an "inverted U" curve, which suggests the existence of optimum values of social prominence in the corporate network.

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“…We thus examined resource disparity between partners in these three dimensions. Following prior studies that assessed interfirm differences by the Euclidean distance (e.g., Polidoro et al, 2011;Yang, Lin, & Lin, 2010), we evaluated resource disparity between a pair of firms in alliances along the three aspects that were captured by widely used measures, including R&D expense, cost of goods sold, and marketing expense. More specifically, we calculated a three-year average for each type of resources that an alliance participant possessed, deflated by its three-year average sales, before the year when an alliance was formed.…”

Section: Methodsmentioning

confidence: 99%

Interpartner Differences and Governance Mode Dilemma: The Role of Alliance Scope

Tseng

2016

BAR, Braz. Adm. Rev.

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It is generally recognized that the governance structure of an alliance, equity versus nonequity, is an important strategic choice. Since an alliance teams up companies that are inevitably divergent in upstream resource endowment and/or downstream market coverage, it is necessary to select an appropriate governance form to manage the interpartner differences and thus facilitate cooperation. Nevertheless, prior studies have suggested conflicting governance modes despite their adherence to the rationale of transaction cost economics. To address this gap in extant literature, the current study takes into account the moderation of alliance scope in the interfirm difference-governance choice linkage. In sum, this paper argues that, to determine a suitable governance structure, there is a need to concurrently examine how different the partnering firms are from each other and what range the collective activities cover. Hierarchical logistic regression analysis was used to test hypotheses in a sample of 125 bilateral alliances. The empirical findings indicate that nonequity modes will be preferred for the alliances that have less interfirm resource disparity and narrower alliance scopes, while equity-based forms will be chosen for the alliances that have less interfirm market divergence and narrower alliance scopes.

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A multilevel framework of firm boundaries: firm characteristics, dyadic differences, and network attributes

Cited by 133 publications

References 94 publications

Toward a Theory of Extended Contact: The Incentives and Opportunities for Bridging Across Network Communities

Toward a Theory of Extended Contact: The Incentives and Opportunities for Bridging Across Network Communities

Small Worlds and Board Interlocking in Brazil: A Longitudinal Study of Corporate Networks, 1997-2007

Interpartner Differences and Governance Mode Dilemma: The Role of Alliance Scope

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