In:
R&D Management, Wiley, Vol. 46, No. S1 ( 2016-01), p. 174-192
Abstract:
Prior research suggests that a large number of new venture collaborators in networks and a great number of interfirm network structures influence the performance of a new venture. However, few studies have considered the negative aspect of large numbers in a closure collaboration network, and even fewer have considered the influences of different types of network structures. To demonstrate the influence of different network structures on new venture performance, we divide network structures into two different types: network centrality and partnership networks. Using a questionnaire survey of 189 technology‐based new ventures, we propose that new venture performance is maximized through an optimal and effective number of collaborative firms, and that different network structures have different impacts on new venture performance. While network centrality has a positive influence on performance, partnership networks have a negative influence. The implications of these findings for managerial practice and theories on interfirm networks are discussed.
Type of Medium:
Online Resource
ISSN:
0033-6807
,
1467-9310
DOI:
10.1111/radm.2016.46.issue-S1
Language:
English
Publisher:
Wiley
Publication Date:
2016
detail.hit.zdb_id:
2016955-3
detail.hit.zdb_id:
121562-0
SSG:
24
SSG:
3,2
