Effects of social capital on processes in a regional strategic network

Understanding the role of social capital is vital for implementing cluster policies as regional strategic networks and cluster initiatives are influenced by the local socio-economic context and its social capital. Social capital can create value for companies by closure of the network structure (bonding), which maintains internal mutual trust but bonding can also over-embed companies in their social context, whereas sparse networks that provide links to other parts of relevant business networks (bridging) often provide greater innovation benefits. We provide a conceptual framework applied to a case study of a Swedish regional strategic network, and examples mostly of positive effects of bridging social capital and negative effects of the bonding form are identified. This is interpreted against the background of the regional dependence-oriented culture.     

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

There is increasing evidence of the positive role social capital plays in accessing resources and capabilities from and with other actors, and in establishing and maintaining business relationships. Yet, surprisingly little is known about how an organization's social capital and its utilization evolve over time. Focusing on this gap, this paper explores the role of social capital and its structural, relational and cognitive dimensions in the growth of science-and-technology-based SMEs. On the basis of our studies on social capital, entrepreneurial networks and SME growth, we develop a conceptual framework to describe their development through four overlapping phases, each of which involves different managerial tasks: innovation assessment, offering development, commercialization and rapid growth. The results of our longitudinal multiple case studies show that; (i) different types of networks and relationships are important in the transitional periods between the growth phases; and (ii) the role of social capital and its different dimensions varies in developing, maintaining and utilizing these partnerships and network relationships. These findings offer several managerial implications.     

Strategic alliances as social capital: a multidimensional view

Defining social capital in terms of the information benefits available to a firm due to its strategic alliances we present a theory of social capital that conceptualizes it as a multidimensional construct. We draw from the literature to argue that social capital yields three distinctly different kinds of information benefits in the form of information volume, information diversity, and information richness. This extends current theoretical and empirical research by specifying and empirically demonstrating three interrelated yet distinct dimensions of social capital. Firms vary in their levels of social capital not just on their structural position in an alliance network but also in the dynamics that underlie alliance formation and maintenance. More importantly, the different dimensions of social capital theoretically provide differential benefits. We establish the construct validity of our proposed three‐dimensional conceptualization of social capital using longitudinal data on the population of strategic alliances formed during the period 1980–94 by firms in the global steel industry. In addition, we establish predictive validity by demonstrating that the information dimensions have differential effects on firm performance, using firm nationality as a contingency. Copyright © 2002 John Wiley & Sons, Ltd.     

Innovation network trajectories and changes in resource bundles

This paper reports on an investigation into how changes in network resource bundles influence the success of innovation networks and how they change trajectories over time. Innovation networks are complex adaptive systems, and this paper uses a fuzzy set theory simulation methodological approach to capture complexity. The findings indicate that the interdependencies between knowledge variables and financial resources are the greatest contributor to high performing innovation networks, whereas the loss of social capital and its interdependency with the environment are the largest contributors to declines in innovation network performance. The paper suggests a more nuanced role for social capital within innovation networks and, importantly, highlights the sequencing of knowledge contributions, which take low performing innovation networks to high performing innovation networks.     

“主体-技术”协同视角下的战略性新兴产业创新网络分类研究——以新能源汽车产业为例

本文以“主体-技术”协同视角来分析战略性新兴产业创新网络形成的内在机理和分类模式。在结合2-模网络理论基础上,从核心技术和创新主体两个维度出发,将战略性新兴产业创新网络分为单核心实验室型、单核心产业链型、单核心辅助型、单核心复合型、多核心实验室型、多核心产业链型、多核心辅助型和多核心复合型。同时,以中国新能源汽车产业为例,通过实证分析发现：除了单核心辅助型和多核心辅助型之外,其它6种模式均存在,并进一步对其创新网络的分类模式及相关特征进行了全面分析。     

Bridging and bonding forms of social capital in a regional strategic network

Research on networks emphasizes the importance of bonds between actors. Social reciprocity strengthens network bonds, which is assumed to have positive effects on business relationships between firms. However, the importance of weak ties is also stressed in network research. An important policy issue is therefore if more attention should be devoted to the creation of bridges to other social groups and loosening bonds between network actors. The difficulty in doing so is described and analyzed in this article focusing on a regional strategic network, which is viewed in three network perspectives. Interview data were collected from all participating managers in a regional strategic network in 2004 and 2010. The findings shed light upon the paradox of using a regional strategic network to counteract over-embeddedness and freeing the involved actors from existing network lock-ins instead of further strengthening such social institutions.     

Structural vs. relational embeddedness: social capital and managerial performance

This paper examines the impact of managers' social capital on managerial performance. Two dimensions of social capital are compared—the structural embeddedness (i.e., configuration) of a manager's network of work relations and the relational embeddedness (i.e., quality) of those relations. Based on a sample of 120 product and sales managers in a Fortune 100 pharmaceutical firm, this paper presents evidence indicating that both elements of social capital influence managerial performance, although in distinct ways: structural embeddedness plays a stronger role in explaining more routine, execution‐oriented tasks (managerial sales performance), whereas relational embeddedness plays a stronger role in explaining new, innovation‐oriented tasks (managerial performance in product and process innovation). This research considers resource exchanges within firms as key to value creating behaviors and contributes a deeper understanding of how social capital influences productive resource exchanges. Copyright © 2005 John Wiley & Sons, Ltd.     

Social capital and its effect on networked firm innovation and competitiveness

International and local policymakers have repeatedly encouraged the development of clusters—a dense geographic concentration of interconnected businesses—to boost competitiveness at both the firm and regional levels, as well as foster innovation and new product development. Following this trend, many initiatives have started to provide services and infrastructure that can facilitate the establishment of formal and informal ties between firms, local institutions or research centres, as well as upgrade the stock of human and intellectual capital. In this scenario, the present study empirically documents the effects of an innovation network, established by a regional government institution, on the participating firms. In particular, firm-level primary data, derived from the participants of “Polo di Innovazione ICT - Abruzzo” in Italy, empirically support how the cognitive, structural and relational dimensions of the social capital developed within a cluster initiative affect the performance of participating firms, unveiling a negative moderation effect arising from firms' involvement in the cluster program.     

我国区域技术创新体系构建的现状及其制约因素分析

我国许多地区的区域技术创新体系建设由于社会资本的缺乏导致科研和生产脱节、中小企业无能力开展技术创新、大学园区不能充分发挥技术创新带动作用。社会资本为区域技术创新体系的构建提供了新的研究方向,只有不断丰富社会资本,完善信任机制和互惠规范、增强组织间与个人间的信任程度、发育区域技术创新网络才能加快区域技术创新。因此,基于社会资本的区域技术创新体系的构建关键在于建立一种制度和网络体系,形成企业、大学科研机构、地方政府和中介机构之间的互惠、互动与合作。     

面向企业创新的区域创新平台及其结构模型研究

文章在分析区域创新平台构建的驱动力基础上，指出构建创新平台是化解我国创新领域各种矛盾的必然，考察了平台和创新平台的概念演化，提出并阐述了区域创新平台的内涵，分析了区域创新平台的构成要素，并据此构建了区域创新平台的结构模型，认为区域创新平台是核心价值网络、可控性支持网络和不可控性支持网络上不同要素之间相互连接的集成，并运用杭州市区域创新平台的案例验证了区域创新平台的内涵与结构。     

Social network theory,broadband and the future of the World Wide Web

This paper aims to predict some possible futures for the World Wide Web based on several key network parameters: size, complexity, cost and increasing connection speed through the uptake of broadband technology. This is done through the production of a taxonomy specifically evaluating the stability properties of the fully connected star and complete networks, based on the Jackson and Wolinsky [(1996). A strategic model of social and economic networks. Journal of Economic Theory, 71, 44–74] connections model, modified to incorporate complexity concerns. The taxonomy demonstrates that when connection speeds are low neither the star nor complete networks are stable, and when connection speeds are high the star network is usually stable, while the complete network is never stable. For intermediate speed levels much depends upon the other parameters. Under plausible assumptions about the future, the taxonomy suggests that the Web may be increasingly dominated by a single intermediate site, perhaps best described as a search engine.     

The leveraging of interfirm relationships as a distinctive organizational capability: a longitudinal study

In this paper we present a study of the structure of three lead firm‐network relationships at two points in time. Using data on companies in the packaging machine industry, we study the process of vertical disintegration and focus on the ability to coordinate competencies and combine knowledge across corporate boundaries. We argue that the capability to interact with other companies—which we call relational capability—accelerates the lead firm’s knowledge access and transfer with relevant effects on company growth and innovativeness. This study provides evidence that interfirm networks can be shaped and deliberately designed: over time managers develop a specialized supplier network and build a narrower and more competitive set of core competencies. The ability to integrate knowledge residing both inside and outside the firm’s boundaries emerges as a distinctive organizational capability. Our main goal is to contribute to the current discussion of cooperative ties and dynamic aspects of interfirm networks, adding new dimensions to resource‐based and knowledge‐based interpretations of company performance. Copyright © 1999 John Wiley & Sons, Ltd.     

Pathways for knowledge exchange in SMEs in software-driven knowledge-intensive business services

This paper presents pathways for knowledge exchange as regards innovation in R&D-active SMEs in software-driven knowledge-intensive business services in a capital city environment. A semistructured qualitative analysis focusing at social capital enablers for knowledge exchange reveals that interpersonal social proximity is the primary driver for knowledge exchange. Structural enablers for knowledge exchange include accessibility for clients, geographical proximity to research partners, temporary places for formal and informal meetings, specialization and diversification in terms of human resources skills, and informal interpersonal networks. Market and government-related goals, access to public funding and possibilities for lobbying, as well as openness to a multicultural environment, are all underlying cognitive factors. Relational social capital dimensions include organized trust in terms of neutral ground, goodwill trust-based interpersonal weak ties, and mutually embedded businesses and processes with institutions.     

企业社会资本与技术创新：基于吸收能力的实证研究

本文针对我国企业社会资本影响技术创新的机制问题展开分析,从企业社会资本的特征维度出发,引入吸收能力的视角,提出了基于吸收能力的企业社会资本与技术创新绩效的概念模型。在问卷调查的基础上,通过多元线性回归分析和结构方程模型分析,对我国企业社会资本如何影响技术创新的问题进行了实证研究。研究结果表明,在不考虑吸收能力作用的情况下,企业社会资本的结构、关系和认知等三个维度的水平对于我国企业技术创新绩效的提升均具有积极显著的作用;企业社会资本三个特征维度的水平通过提高吸收能力进而正向影响技术创新绩效;其中,认知维度在结构维度和关系维度发挥效应中承担中介变量的作用。为提高企业技术创新绩效,建议以知识的获取和利用为导向,注重企业社会资本三个维度水平的均衡提高。     

Social and organizational capital: Building the context for innovation

In the light of the key role intellectual capital has for firms' innovation capability, this paper analyzes the influence of two of their dimensions, organizational capital and social capital, on firms' product innovation, and the moderating role of radicalness. Unlike previous studies, the unit of analysis will not be the firm, but the R&D department. Thus, our research, conducted with a sample of Spanish industrial companies, provides a new insight with interesting results. First, our findings show that social capital favours firms' product innovation, especially under radical innovations. Second, organizational capital has an indirect effect on product innovation through positive influence on social capital. This implies that firms can stimulate communication and interaction among people, and therefore innovative activity, by means of explicit and codified knowledge (organizational capital).     

Social capital and innovation in R&D teams: the mediating roles of psychological safety and learning from mistakes

The relationship between social capital and R&D team innovation has received increasing attention in the literature. However, little is known about the mechanisms between the two. This study aims to narrow the gap by investigating the mediating roles of psychological safety and learning from mistakes between the three dimensions of social capital and innovation at team level. Our sample comprised 151 R&D teams with 585 members from nine Chinese high‐tech companies. The results showed that psychological safety and learning from mistakes (LFM) partially mediated the relationship between the structural and cognitive capital and innovation in R&D teams, and fully mediated the relationship between the relational capital and innovation in R&D teams. We further discussed subsequent managerial implications and future research directions.     

Networks for the commercialization of innovations: A review of how divergent network actors contribute

Successful commercialization is of great importance to innovative firms, and the recent literature has increasingly acknowledged that networks make a contribution not only to research and development but also to commercialization. However, research on networks facilitating the commercialization of innovations is scattered across divergent disciplines. A single company is rarely capable of generating successful diffusion in the commercialization of an innovation; success often requires cooperation between individual actors and organizations, and support from stakeholders. Consequently, the network aspect of commercialization is crucial. The aim of this study is thus to integrate the knowledge on how current research and business has employed the network approach in commercialization, and how contributors external to the innovator firm can facilitate the commercialization of innovations. On the basis of an extensive metatheoretical literature review and a qualitative and quantitative content analysis on articles linking networks explicitly to commercialization, this study produces a conceptual synthesis on network actors' contribution potential to commercialization. The analysis identified divergent network approaches to commercialization and gathered extant knowledge on “commercialization networks” from the multidisciplinary literature of innovation management, marketing, management, technology, entrepreneurship, and other relevant disciplines. Networks for commercialization have been linked to divergent network approaches, such as industrial networks, social networks, strategic networks, and entrepreneurship networks. According to the findings, customers and users, distributors, complementaries, suppliers, investors, associations, public organizations, and policy makers and regulators can support commercialization by performing practical commercialization tasks, facilitating innovation adoption/diffusion and creating markets. We also identified four modes of contribution. In terms of methods, qualitative research dominates current examinations on the topic while longitudinal research and investigations from multiple network actors' perspectives are almost absent. The results also indicate a need to develop coherent conceptualizations and accumulate knowledge that would strengthen the theoretical basis of the research. A pivotal contribution of this article is that it is the first to generate an integrative framework and a research agenda on networks for commercialization — a theme that is emergent, multifaceted, and crucial to innovative companies.     

Network innovation versus innovation through networks

In today's dynamic, complex and interconnected environments, interfirm networks in its various forms (e.g. franchising, retail and service chains, cooperatives, financial networks, joint ventures, strategic alliances, clusters, public-private partnerships, digital platforms) are becoming increasingly important in helping firms improve their competitive position through an enhanced access to innovation, complementary resources and capabilities otherwise not available to them. Driven by increased performance pressures in unpredictable environments, firms embedded in networks are increasingly moving from cooperators to collaborators as value co-creators. The aim of this introductory article is to discuss the role of innovation in business networks by focusing on two major topics: Network innovation versus innovation through networks. In addition, we provide an overview of the articles included in the special issue on Networks and Innovation focusing on the questions: (1) what is the impact of network characteristics on a firm's innovation?; and (2) what are the determinants of innovation in interfirm networks?     

Social capital,strategic relatedness and the formation of intraorganizational linkages

This paper investigates the evolutionary dynamics of network formation by analyzing how organizational units create new interunit linkages for resource exchange. Using sociometric techniques and event history analysis, this study predicts the rate at which new interunit linkages are created between a newly formed unit and all the existing units in a large multinational organization. Two important constructs: social capital, derived from the literature on social structure and network formation, and strategic relatedness, derived from research on diversification and the resource‐based view of the firm, are used to explain the rate of new linkage creation. Results show that the interaction between social capital and strategic relatedness significantly affects the formation of intraorganizational linkages. Copyright © 2000 John Wiley & Sons, Ltd.