Network structure and firm-level entrepreneurial behavior: The role of market and technological knowledge networks

Nikiforou, Argyro; Lioukas, Spyros; Voudouris, Irini

doi:10.1016/j.jbusres.2019.09.008

Cited by 29 publications

(26 citation statements)

References 94 publications

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“…The concept that firms may be able to move away from well-established STPs by using IT and network technologies results in them being able to enjoy an increased choice in finding premises that are more suitable. This idea is supported by the work of Nikiforou et al (2020) who found that in open marketsas in the cases presented here -technological networks are equally as beneficial as physical associations.…”

Section: Regional and Geographical Aspectssupporting

confidence: 72%

The role of organisation structure in the success of start-up science and technology parks (STPs)

Al-Kfairy

Mellor

2020

Knowledge Management Research & Practice

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Early stage start-up STPs, have a central initiative controlling the decisionmaking. In early maturity, better decision-making is required and decisions are best taken with the input of optimally two on-cluster firms; this ambidextrous situation is superior under all circumstances. Where poor-fit innovations abound and where the STP has been unable to attract large firms, retaining a hierarchical decision process is most helpful, even when the quality of decisionmaking is poor. This developmental trajectory will lead to market failure as size, and the seriousness of the concomitant potential losses, increases.With time, off-cluster firms move outward, inhabiting a band 4-7 km from the STP; their size remains modest and their innovation output is low. On-cluster firms are resilient to externalities; their innovation output is large and strongly correlated with social/networking expenditure.These new results are reviewed here as a contribution towards a "road map" to help STP decision-making and regional policy.

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Section: Regional and Geographical Aspectssupporting

confidence: 72%

The role of organisation structure in the success of start-up science and technology parks (STPs)

Al-Kfairy

Mellor

2020

Knowledge Management Research & Practice

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“…As an actor in a coopetition network, in order to obtain more market share, firms constantly compete with other actors (Chen et al , 2019). Occupying structural hole or central position increases a firm's access to more valuable resources and information, which allows it to take more competitive actions to obtain market share (Fjeldstad et al , 2004; Nikiforou et al , 2020). Thus, our findings enrich the literature about the internal mechanism of the impact of network position on network performance.…”

Section: Discussionmentioning

confidence: 99%

“…The structural hole and centrality are unique network position advantages to enable a firm to enjoy resource advantages. The higher structural hole degree and centrality degree of a firm, the better access it will have to the resources contained in a transnational coopetition network (Lado et al , 1997; Wilhelm, 2011; Bouncken et al , 2015; Tidstrom and Rajala, 2016), and such access enables the firm to take more competitive actions, further to achieve superior network performance (Nikiforou et al , 2020). Simultaneously, in a coopetition network, structural holes can bring diversified and heterogeneous information, knowledge and resources, which will reduce the dependence of firms on partners, and which is complementary to the greater influence brought by network centrality (Burchard and Cornwell, 2018; Soda et al , 2018).…”

Section: Introductionmentioning

confidence: 99%

The synergistic effect of ego-network stability and whole network position: a perspective of transnational coopetition network

Guan

Wang

Sun

et al. 2021

JEIM

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PurposeThe authors selected global automobile manufacturing firms whose sales ranked within 100 in the five years from 2014 to 2018 in the Factiva database to examine how the characteristics of a firm's whole network and ego-network in a transnational coopetition network influence network performance.Design/methodology/approachThe authors analyzed the public news of the sample firms about the coopetition by structural content analysis to build the coopetition networks and access to data on the competitive actions of firms. Then, to measure the variables associated with the coopetition network, such as the structural hole, centrality and ego-network stability, the authors use UCINET 6 that is a widely used piece of software for social network analysis to establishing five undirected binary adjacency matrices.FindingsThe authors find that a firm's competitive aggressiveness mediates the relationship between a firm's whole network position and network performance that emphasizes the need for integrating competitive dynamics research and coopetition research and shows how valuable insights can be gained through such integration. And the interaction of structural hole and centrality impacts competitive aggressiveness and network performance, and the interaction is different under high and low ego-network stability. The integration of whole network and ego-network literature studies provides new insights into firm network literature.Practical implicationsIn the process of cooperation, firms should consider whether they can occupy the structural hole and center as important indicators for partner selection. Too stable relationship will prevent firms from obtaining new resources. Firms should weigh the period of cooperation according to specific situation.Originality/valueThese results indicate that ego-network stability, as an important complementary characteristic of coopetition network, has a significant synergistic effect with structural holes and centrality on competitive aggressiveness and network performance. And these findings expand the current literature on the relationship between characteristics of network, competitive aggressiveness and network performance.

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“…Table 15 presents the results of factor-driven nations where model 1M indicates that entrepreneurs are required to develop networking as it provides novel and essential information that are likely to facilitate both the firm's risk taking behavior and problem solving as well as decision making in starting a venture (Lioukas and Voudouris, 2020). Moreover, our results suggest that it is essential for aspiring entrepreneurs to develop networking along with skills and knowledge that are substantially helpful in evaluating further business opportunities to create a venture.…”

Section: Configurations Of Informal Institutions In Factor-driven Economiesmentioning

confidence: 93%

The Configurations of Informal Institutions to Promote Men’s and Women’s Entrepreneurial Activities

et al. 2020

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While previous studies have examined the impact of informal institutions to determine entrepreneurial activities, this paper explores the different configurational paths of informal institutions to promote men’s and women’s entrepreneurial activities across factor-driven and efficiency-driven economies. We collected data from the Global Entrepreneurship Monitor for 56 countries for the years 2008–2013 and employed fuzzy-set qualitative comparative analysis to conduct the empirical analysis. The results confirm that a single antecedent condition is unable to produce an outcome while combination of different conditions can produce an outcome. We find that cultural-cognitive institutional antecedents in combination with social-normative antecedents create configurations of conditions that lead to the higher levels of men’s and women’s entrepreneurial activities in factor-driven and efficiency-driven economies. Moreover, this study shows that these causal conditions configure differently to promote men’s and women’s entrepreneurial activities in factor-driven and efficiency-driven nations. This paper may create awareness in potential entrepreneurs regarding specific sets of institutional antecedents that can increase the emergence of entrepreneurship in different economic clusters. We show that institutional antecedents which are essential to promote entrepreneurship combine distinctly for men’s and women’s entrepreneurship and this combination varies in different stages of economic development.

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Network structure and firm-level entrepreneurial behavior: The role of market and technological knowledge networks

Cited by 29 publications

References 94 publications

The role of organisation structure in the success of start-up science and technology parks (STPs)

The role of organisation structure in the success of start-up science and technology parks (STPs)

The synergistic effect of ego-network stability and whole network position: a perspective of transnational coopetition network

The Configurations of Informal Institutions to Promote Men’s and Women’s Entrepreneurial Activities

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