Firm size,age, industrial networking,and growth: a case of the Korean manufacturing industry

This paper investigates the roles of firm size, age, and industrial networking in determining firm growth. Analyses using the 2-year panel data of 7,889 Korean manufacturing firms between 1994 and 2003 confirm that firm size and age have significant negative effects on firm growth and significant positive impacts on firm survival. R&D and export activities are found to facilitate both firm growth and survival. The primary focus of this study is to examine the effects of industrial networking, such as subcontracting and clustering, on firm growth. The results show that subcontracting does not yield any positive effect for firm growth, but encumbers survival, which may be accounted for by the high subcontracting intensity among small firms. Clustering, on the other hand, is found to promote firm growth and survival. There is, however, little evidence that such a positive effect of clustering is derived from network externalities through cooperation and competition among firms in a cluster per se.     

A Panel Study of Firm Growth among SMEs in Networks

An underlying assumption in SME literature, as well as among policymakers, is that networks are good per se especially for SMEs. Through accessing and utilising external resources in the network, the SME can overcome some of the assumed disadvantages of limited size. Thus networking is assumed to enhance small firm performance and thereby small firm growth. This article investigates this assumption. Analysis of panel data ascertains that a substantial number of SMEs are actively networking and that the level of networking has been maintained over a five-year period. In spite of this there is no evidence of associated short-term benefits such as growth in employment or growth in total sales resulting from the networking activities. The analyses suggest, however, that networking is associated with high growth in the geographic extension of markets, which suggests that networking sustains long-term objectives of the firms.     

Knowledge networking and growth in service firms

This paper empirically assesses whether knowledge networking affects the growth of small service firms. More specifically, using a large, unbalanced panel data set for the period 1992–2009, it investigates whether participation in a knowledge network called PLATO is positively related to service firm growth. The results show that knowledge networking has a highly significant positive effect on the net asset and added value growth of service firms. Furthermore, it is demonstrated that the positive effect of knowledge networking on firm growth is significantly larger for service firms than for manufacturing firms, indicating that industry drives networking success.     

Network Support and the Success of Newly Founded Business

The "network approach to entrepreneurship" is a prominent theoretical perspective within the literature on entrepreneurship. This literature assumes that network resources, networking activities and network support are heavily used to establish new firms (network founding hypothesis). Further, those entrepreneurs, who can refer to a broad and diverse social network and who receive much support from their network are more successful (network success hypothesis). Based on a study of 1,700 new business ventures in Upper Bavaria (Germany), the article gives an empirical test of the network success hypothesis. It is argued that one reason, why previous studies did not consistently find positive network effects, may be that social capital (network support) is used to compensate shortfalls of other types of capital (human capital and financial capital). This compensation hypothesis, however, does not find empirical confirmation. On the other hand, however, the network success hypothesis proves to be valid in our analyses, i.e. network support increases the probability of survival and growth of newly founded businesses.     

The Practice of Networking: An Ethical Approach

Focusing on the virtue-ethics tradition, this article analyzes the practice of networking within the business context. First, it distinguishes three types of networking: utilitarian, emotional, and virtuous. Virtuous networking does not exclude utilitarian and emotional networking, but these latter forms should be practiced with reciprocity. It is argued that virtuous networking requires (1) acting with good faith, sharing honest goals, and participating in licit activities; (2) sharing information, knowledge, and resources with reciprocity and even with gratuity; (3) serving with justice in asymmetrical power relationships; and (4) exercising a positive ethical influence within the network. Specific forms of unethical behavior in the practice of networking include (1) bad faith or abuse of trust, (2) opportunism, (3) abuse and misuse of power, (4) network cronyism, (5) networking as disguised bribery, and (6) cooperating in the wrongdoing of other actors of the network. The article concludes with some remarks about the role of ethics in social networks.     

Personal networks and firm competitive strategy—A strategic or coincidental match?

This article is based upon the premise that the personal network of the owner-manager is the most important resource upon which he or she can draw in the early days of the firm's development. This is particularly the case as the concept of personal networks is sufficiently general to include dimensions that include, for example, attention to customers, understanding of the business, market orientation, or stress on quality. As such, it is intuitively obvious that the nature and use of these networks must impinge upon the resultant strategy adopted in the firm, albeit often implicit rather than explicit. However, as yet there is no empirical evidence to support this conclusion. Therefore, this article probes one question: how do the characteristics of the owner-manager's network relate to the competitive strategy of new ventures? Clearly, within this, we expected to find relationships that were logically consistent.The research was conducted in two counties in England that possessed similar industrial structures and equal rates of new firm formation. A list of firms was obtained from local business directories, and all 629 firms that fit the criteria were contacted by telephone. Validation of the firms at this point resulted in a significant reduction in those that fit the sampling criteria.Four hundred twenty-three firms were mailed an 11-page questionnaire resulting in a 52% response rate.Preliminary analysis of the strategy variables identified six components that were consistent with previous literature. These were labeled as marketing differentiation, product innovation, market segmentation, distribution, growth through outside capital, and differentiation through quality. Correlation of these components with the networking characteristics of propensity to network, network activity, network density, network intensity, and content of network exchanges supports our proposition that entrepreneurs differ in their networking activities according to the competitive strategy pursued by the firm.Further classification of the owner-managers into strategic clusters demonstrates that most firms appear to follow multiple patterns of strategic behavior. Moreover, the comparison with the networking characteristics shows that owner-managers appear to differ in a logical manner in the use of their networks. Bailey, Montera, and Cardow (1992) argue that a firm's resource base consists of financial, physical, and human resources, and that the manner in which those resources interact is determined by the firm's strategy. Previous research on entrepreneurial networks has shown the amount of time and energy the owner-manager devotes to the development and maintenance of contacts. The underlying assumption of social-network theory is that through a personal network, the owner-manager of a new venture gathers access to critical resources, which for a variety of reasons the new firm does not possess internally. Consequently, this research has argued that this resource base cannot be ignored when attempting to understand the concept of “strategy” among new and small firms. In fact, this resource base may play a dominant role in formulating as well as implementing “strategy.”     

基于SCPS协议的快速自组织可重构天基信息网组网

根据快速自组织天基信息网的特点,设计了组网模型,分析了所需协议的结构,提 出了基于空间通信协议规范（SCPS）协议的快速自组织天基信息网的组网抗毁策略,优化了 天基信息系统运行效率 ,提高了其生存能力。     

Networking and growth of young technology-intensive ventures in China

More often than not, new ventures lack established products, known technologies, longstanding customer relations, experienced managerial teams, sufficient capital, and strong reputations. Almost by definition, small, new firms lack the resources of many larger, established firms. The task of an infant firm, and a measure of its success, is to make a transition from being resource weak to being resource strong.How can resources that are critical for profitable growth be acquired for the resource weak new venture? Researchers have found that entrepreneurs can gain access to valuable resources and they can seek to achieve competitive advantage through “networking activities.” Forming and utilizing available relationships with external organizations can allow entrepreneurs to build credibility, gain advice, financing, and customer access, build a positive image and obtain resources at below-market prices, and obtain channel access, information, and innovations. Business relationships with other organizations allow an entrepreneur to achieve desired business results through “asset parsimony.”A favorable view toward networking for new ventures leaves a number of unanswered questions, however. Relevant research questions might include, who should the entrepreneur seek as a business partner? Are all inter-organizational relationships equal, or are some types more valuable to new ventures than other relationships? Do firms relying on high levels of networking activities actually outperform firms that less actively seek resources through external organizational relationships?The present study provides a specific understanding of the concept of networking for entrepreneurs. We propose that networking can be understood in terms of “range,” the number of external relationships to obtain resources, and of “intensity,” the frequency of contact of and amount of resource obtained from these relationships. This research project evaluates the range and intensity of networking among high-growth and low-growth entrepreneurial ventures.Extensive interviewing with managers of six young technology-oriented firms in the People's Republic of China (PRC) affirmed the importance of entrepreneurial networking. Managers in the three high-growth firms reported greater range and intensity of business networking than did managers of three low-growth firms, matched by industry and age. Moreover, the relationship between networking activities and growth transcended the stage of firm development.Where networking range and intensity are deemed important in the growth process, new venture success may call for entrepreneurs to reach out deliberately to external organizations to capture needed resources. To a certain extent, such networking activities run counter to important entrepreneurial motivations of independence and autonomy. The concept of networking, and the results of this study, imply that entrepreneurs need to combine the spirit of independence with the reality of resource dependence, and they need to balance personal autonomy with strategic business relationships.This study also contributes to the understanding of entrepreneurship in our increasingly global economy, particularly in the PRC. Business relationships between the United States and the PRC have been expanding rapidly in the last decade. Many foreign businesses seek license agreements, joint venture partners, equity participation, or channel relationships with young ventures in that country. Do the same rules of networking apply in the PRC as the literature suggests apply in the United States? New ventures in this study were found to engage in processes of networking activities consistent with those in the West. Although networking activities may have different cultural roots, firm success appeared influenced by the same principles of networking.     

基于附加频移的跳频同步组网设计与分析

为了提高跳频同步组网的频点利用率,提出了一种基于附加频移的跳频同步组网方案 。首先,给出了基于附加频移跳频通信的基本模型和收发双方的实现方案;然后,基于该跳 频通信模型,给出了同步组网的网络拓扑结构。该方案在整个工作频段内能够使用所有可用 频点进行同步组网,提高了频点利用率。分析结果表明,在相同子网数下,该方案较常规跳 频同步组网还具有更小的碰撞概率和比特差错率,同时该方案还增加了敌方的侦察分选难度 和干扰难度。     

Examining the link between salesperson networking behaviors,job satisfaction,and organizational commitment: Does gender matter?

Sales professionals are embedded in an array of social interactions through their networking behaviors, yet the literature's understanding of these effects on job-based attitudes is relatively limited. Further, research suggests that men and women, not only network differently, but also often benefit in different ways from networking. This study examines the extent to which gender moderates the relationships between three forms of salesperson networking behaviors, job satisfaction, and organizational commitment. The data from a survey of 179 salespeople indicates that networking behaviors are related to job satisfaction and commitment in sales. However, the relationships vary for male and female salespeople. When analyzed separately, job satisfaction relates positively to professional networking for women, while job satisfaction relates positively to peer networking for men. In addition, peer networking directly relates to organizational commitment for women, rather than mediated by job satisfaction.     

Getting in the game: Putting golf at the forefront of your networking toolbox

Networking is imperative for career success in business, particularly in industries like sales and marketing. Success in the sales industry is directly tied to networking and building relationships. In this article, we shed light on the relationship between women, business, and golf as a potential networking tool. Many believe golf is the pièce de résistance of business networking, yet there is no research to support this assumption. To boot, women report golf as one of the primary informal networks they feel excluded from, which creates a disadvantage for women working in sales in marketing. We conducted a content analysis of over 500 pages of articles about women and golf from which three primary categories emerged: the benefits of golf for women in business, the effects of not golfing, and the reasons why women don’t golf. We include recommendations for managers who may want to encourage their teams to get in the game.     

基于SMAC的无线传感网络组网方式

无线传感网络(WSN)具有十分广阔的应用前景,但以往的自组织组网方法仍有一些不足。本文首先对比分析以往的组网方法,根据无线传感网络的特点,提出了一种基于SMAC的自组织组网方法,最后与SMAC方法进行了实验对比。实验表明这种方法提高了网络资源的利用率,使网络链接的时间明显缩短,同时也减少了能耗。     

沙漠多节点宽带通信网络架构与关键技术

针对沙漠区域特殊环境下的资源能源受限的问题,提出了沙漠多节点宽带通信网络架构的构想,并梳理了其关键技术及解决途径。该网络采用两套体制和三层网络的架构,既可以满足低延迟的可靠性传输,又能达到宽带传输的目的。通过不同的通信体制和网络层级响应不同业务的传输,实现了沙漠特殊的无线传播环境和基础设施缺乏的条件下多节点宽带通信组网的目标,以解决沙漠区域信号盲区的通信问题。相应的通信组网技术可扩展应用到未来深空探测行星表面组网。     

Entrepreneurial orientation and networking: Some Indian evidence

Research evidence indicates that entrepreneurs who exhibit a need for unique, path-breaking accomplishments (pioneering) and transforming the status quo (innovative) are quite different from other entrepreneurs. This is called the PI motive, which is found to be a constellation of policy commitments to pioneering novel outputs, technological sophistication and so on. The nature of these policy commitments underlines the need for and pattern of interpersonal networking behavior demonstrated by PI entrepreneurs. There is evidence to show that such networking is a means of raising required resources and thus plays an important role in the process of enterprise creation and growth. There are both active and latent networks, and those belonging to inner and outer circles.This paper discusses the findings of a study undertaken to see whether or not PI entrepreneurs showed greater networking behavior, and if so, to look at the nature of these networks and the purposes for which they were used. Sixty-seven cases of small-scale entrepreneurs published in two Indian business journals constituted the data. In order to know the pioneering innovative orientation of entrepreneurs covered, independent professionals rated the cases on the presence or absence of ten types of innovations including the Schumpeterian innovations.It was found that entrepreneurs with high PI scores resorted to networking to raise critical resources more than those with low PI scores. High PI entrepreneurs did not merely adopt the suggestions or ideas acquired from their networks but synthesized them in a way that resulted in substantial learning. Networks, especially with inner circle contacts, provided hard resources such as capital and technology. Family and friends formed the major sources of resources.The search for excellence of PI entrepreneurs goes beyond their firms into the large communities with which they deal. For them the goals/visions of their business do not seem to be limited to considerations of survival or even money making; they would like to be change agents and bring about transformations in the industry and economy. Because of their emphasis on new products, markets, technology and so on, PI entrepreneurs showed behaviors that build capabilities to manage uncertainty and risk and build credibility to attract favorable attention and support. Towards this end, they tended to scan the environment constantly, collaborated with customers and consultants, and focused on enhancing professionalism in organizations. Similarly, their goals to influence groups related to their business required them to provide leadership in addressing industry/community issues, and the development of a distinct identity. It is shown that the business and non-business goals of PI entrepreneurs support each other—the higher networking behavior is a common denominator underlying both the personal and business agenda of the PI entrepreneur.     

How do new ventures grow? Firm capabilities, growth strategies and performance

While new venture growth performance has been studied extensively, little work has been done to examine the complex strategic choices through which growth is pursued and attained. Building on the resource-based view and social capital perspective, this study develops a conceptual framework that links combinations of ventures' (1) technological, (2) financial, and (3) networking capabilities to different growth strategies in terms of organic growth, partnership, and acquisition. We further assess the mechanisms through which a new venture's growth choices affect firm performance. Using data from 238 new high-tech ventures in China, we find that new ventures with different resource combinations follow different growth strategies. While partnership growth leads to greater product diversity, and acquisition is more effective in realizing firm internationalization, both lead to a better chance of survival of new ventures. In addition, the study explicates the role of technological capability in moderating the relationship between growth strategies and new venture performance.     

Challenges confronting the ‘One Belt One Road’ initiative: Social networks and cross-cultural adjustment in CPEC projects

The China Pakistan Economic Corridor (CPEC) is the flagship program of China’s ‘One Belt One Road’ initiative, created to boost economic cooperation between China and Pakistan. The aims of economic efficiency and enhancement of national interests are widely acknowledged in the literature. Yet, critical issues of developing the capabilities of cross-cultural management in general, and cross-cultural adjustment through cross-cultural understanding and network building in particular, have been largely overlooked. The current research investigates the challenges confronting cross-cultural adjustment among the Chinese and Pakistani employees participating in the CPEC projects. Through a rigorous analysis, we highlight the importance of acculturation experience, cross-cultural networking (i.e. heterophilic), networking behaviour (i.e. guanxi vs. hawala), and factors influencing cross-cultural adjustment, which would enhance the overall performance of the CPEC projects. Our aim is to contribute to the understanding of contextual and condition-driven networking behaviour for cross-cultural adjustment, particularly the need for cross-cultural networking. We contend that organisations in cross-cultural/cross-border projects should encourage cross-cultural mentoring and facilitate cross-national networks to increase the efficacy of such collaborative projects.     

Formal business networking and SME growth

This paper provides new empirical evidence on the impact of formal business networking on small and medium-sized enterprise (SME) growth. Using a large, unbalanced panel data set of Flemish SMEs over the period 1992–2008, we examine whether participation in a government-supported program aimed at providing small business managers with structured formal networking contacts is associated with SME growth. Our results suggest that formal business networking is significantly positively correlated with net asset and added value growth.     

行星表面有人探索高速无线网络体系架构及关键技术

针对行星表面有人探索任务对高速无线通信的需求，提出了一种基于异构组网思想的网络体系架构，并对关键技术进行了分析和设计。该架构采用“三网两体制”的设计思路，将整个网络分为高速传输网、多媒体接入网、覆盖扩展网三个组成部分，三层网络分别完成高速骨干传输、多节点多业务接入、覆盖范围灵活改变的功能。根据三个网络不同的节点处理能力和传输需要，设计了高速传输体制、灵活接入体制两种传输体制，及基于无线多跳的覆盖扩展技术、多子网通信切换技术、多体制融合技术等关键技术。该网络架构具有裁剪灵活、协议开销小、支持业务类型多等特点。     

The outsider consumer co-operative: lessons from the Community Co-operative Store (Nuriootpa), 1944–2010

Current models of co-operative survival need to be modified to consider those national experiences where consumer co-operatives become ‘outsider co-operatives’; they cannot rely on a broader co-operative movement or network. The Nuriootpa Co-operative is a prime example of such a co-op. Its ability to deal with issues of capitalisation, ideological appeal and relationships with the local community has historically been central to the survival and growth of this Australian Rochdale co-operative. However, without the support of a broader movement or network, its adoption of the franchising model has proved to be a key to the success of this co-operative.     

The Contribution of Networking to Small Firm Marketing

It is generally accepted that networking is one means through which owner–managers of small firms market their goods and services. However, though there has been considerable attention directed toward the concept of small business networking, previous studies have failed to present a comprehensive investigation of the contents of network links, an analysis of the benefits contained within these links, and an expatiation of how these benefits contribute to the small firm, specifically its marketing activities. To that end, this paper reports on an in‐depth qualitative study to present an analysis of the contribution that networking makes to small firm marketing.