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While most network studies adopt a static view, we argue that corporate social networks are subject to endogenous dynamics of cognitive path dependence and selfreinforcing power relations. Over time, these dynamics drive corporate networks to become increasingly focused (i.e., more homogeneous, stable, and tightly knit). More focused networks induce organisations to perpetuate existing routines, at the expense of developing new capabilities. We examine the role of organisational structure indoi:10.1504/ijbe.2011.041592 fatcat:mhvuw4xezfe7pig6bjyecuswnu