Social capital in the growth of science-and-technology-based SMEs

Partanen, Jukka; Möller, Kristian; Westerlund, Mika; Rajala, Risto; Rajala, Arto

doi:10.1016/j.indmarman.2007.09.012

Cited by 143 publications

(115 citation statements)

References 70 publications

Supporting

Mentioning

102

Contrasting

Unclassified

Order By: Relevance

“…These resources can include time for CoP participation, training for CoP leaders, and IT tools to facilitate participation in CoPs (McDermott and Archibald, 2010). Given that they have access to fewer resources than larger organizations, Tödtling (2001) suggests, however, that they might compensate precisely by engaging in CoPs to support innovation and knowledge management (see also Partanen et al, 2008). advocate the use of 'governance committees' to assess the activities of CoPs and management sponsors to guide them, but such practices might be seen by SMEs to divert resources away from core business activities (Pattinson, Preece and Scott, 2011).…”

Section: Communities Of Practicementioning

confidence: 99%

Communities of practice, knowledge acquisition and innovation: a case study of science-based SMEs

Pattinson

Preece

2014

Journal of Knowledge Management

View full text Add to dashboard Cite

Purpose -Recent research into communities of practice (CoPs) has focused on large organizations, suggesting they can be constructed for the purposes of knowledge acquisition and innovation. The study provides evidence that for small science-based firms CoPs are more likely to emerge unplanned to support incremental innovation in the form of problem solving activities.Design/methodology/approach -Thematic template analysis was used to analyze 25 indepth interviews conducted with a range of employees in science-based SMEs.Findings -Analysis of the interview data from a case study of six science-based SMEs provides evidence that both intra and inter-organizational CoPs were leveraged for a variety of purposes, including the acquisition of knowledge and improving firm's ability to generate innovative solutions. Research limitations/implications -Whilst there cannot be any claim of 'representativeness'of the sample in relation to the wider population of science-based firms, the authors do maintain that the new empirical material has made a contribution to a research area which has been dominated, especially in recent years, by a focus upon large organizations that have adopted a managerialist orientation.Practical implications -a contextualized framework for the construction of CoPs in sciencebased SMEs has been developed from the findings of this study.Originality/value -The challenges of understanding the role of CoPs in science-based SMEs and the factors that influence their success, or otherwise, have not been sufficiently investigated and have received little attention in the extant literature. Hence, this paper makes an original contribution to this body of knowledge.

show abstract

Section: Communities Of Practicementioning

confidence: 99%

Communities of practice, knowledge acquisition and innovation: a case study of science-based SMEs

Pattinson

Preece

2014

Journal of Knowledge Management

View full text Add to dashboard Cite

show abstract

“…The importance of networks and networking for small and medium sized enterprises (SMEs) has been noted by a number of authors, given SME's need to gain access to other organizations' resources (Cova et al, 1994;Tikkanen, 1998;Partanen et al, 2008). In today's economy, the importance of SMEs and entrepreneurial activities has become even more prominent (Carree and Thurik, 1998).…”

Section: Introductionmentioning

confidence: 99%

The influence of network effects on SME performance

Naudé

Zaefarian

Tavani

et al. 2014

Industrial Marketing Management

104

View full text Add to dashboard Cite

The notions that firms are embedded within complex networks, and that managers spend time actively networking, have long been accepted by scholars within the Industrial Marketing and Purchasing (IMP) Group. However, an issue that has not received the same attention is an assessment of how these two facets; network structure and external networking behaviors affect SME performance. In assessing their antecedents, in this research we move beyond the traditional IMP literature, using emotional intelligence and entrepreneurial style to assess CEOs' managerial style. Network structure was assessed by the extent to which structural holes and degrees of centrality were present. Data was collected from 227 CEOs of small Iranian information technology companies. To test our hypotheses, we combined the use of structural equation modeling and social network analysis -a dual methodology that has not been adopted before. The results show that emotional intelligence drives entrepreneurial style, network structure and external networking behavior. SME performance is influenced by both network structure and external networking behavior. The mediating role of network structure is also discussed. Here our results show that entrepreneurial style does not influence external networking behavior. Several managerial implications of these findings are discussed. Keywords entrepreneurial networks; emotional intelligence; networking behaviors, network structure; social network analysis 3

show abstract

“…How entrepreneurs develop ties and which type of ties is one of the main insights from the network analysis to the opportunity identification process. In this sense, the structural, the cognitive, and the relational dimensions of social capital are sources of information, knowledge, capabilities, and resources for those entrepreneurs who are able to identify opportunities (Partanen, Möller, Westerlund, Rajala, & Rajala, 2008). How effectively entrepreneurs use their social capital is a fundamental issue in order to identify the market that they want to target.…”

Section: Factors Influencing the Opportunity Identification Processmentioning

confidence: 99%

Analysing the Role of Framework Conditions Influencing International Entrepreneurial Opportunity Identification Process

Acosta¹,

Adu-Gyamfi²,

Nabi³

et al. 2017

EBER

View full text Add to dashboard Cite

Social capital in the growth of science-and-technology-based SMEs

Cited by 143 publications

References 70 publications

Communities of practice, knowledge acquisition and innovation: a case study of science-based SMEs

Communities of practice, knowledge acquisition and innovation: a case study of science-based SMEs

The influence of network effects on SME performance

Analysing the Role of Framework Conditions Influencing International Entrepreneurial Opportunity Identification Process

Contact Info

Product

Resources

About