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Network structure and innovation: The leveraging of a dual network as a distinctive relational capability
2007
Strategic Management Journal
This paper employs comparative longitudinal case study research to investigate why and how strong dyadic interfirm ties and two alternative network architectures (a 'strong ties network' and a 'dual network') impact the innovative capability of the lead firm in an alliance network. I answer these intrinsically cross-level research questions by examining how three design-intensive furnishings manufacturers managed their networks of joint-design alliances with consulting industrial design firms
doi:10.1002/smj.621
fatcat:j3hamspl7ffjvk7zh32wma624y