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Collaboration Networks, Structural Holes, and Innovation: A Longitudinal Study

Collaboration Networks, Structural Holes, and Innovation: A Longitudinal Study To assess the effects of a firm's network of relations on innovation, this paper elaborates a theoretical framework that relates three aspects of a firm's ego network—direct ties, indirect ties, and structural holes (disconnections between a firm's partners)—to the firm's subsequent innovation output. It posits that direct and indirect ties both have a positive impact on innovation but that the impact of indirect ties is moderated by the number of a firm's direct ties. Structural holes are proposed to have both positive and negative influences on subsequent innovation. Results from a longitudinal study of firms in the international chemicals industry indicate support for the predictions on direct and indirect ties, but in the interfirm collaboration network, increasing structural holes has a negative effect on innovation. Among the implications for interorganizational network theory is that the optimal structure of interfirm networks depends on the objectives of the network members. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Administrative Science Quarterly SAGE

Collaboration Networks, Structural Holes, and Innovation: A Longitudinal Study

Ahuja, Gautam
Administrative Science Quarterly , Volume 45 (3): 31 – Sep 1, 2000
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References (73)

Publisher
SAGE
Copyright
© 2000 Johnson Graduate School, Cornell University
ISSN
0001-8392
eISSN
1930-3815
DOI
10.2307/2667105
Publisher site
See Article on Publisher Site

Abstract

To assess the effects of a firm's network of relations on innovation, this paper elaborates a theoretical framework that relates three aspects of a firm's ego network—direct ties, indirect ties, and structural holes (disconnections between a firm's partners)—to the firm's subsequent innovation output. It posits that direct and indirect ties both have a positive impact on innovation but that the impact of indirect ties is moderated by the number of a firm's direct ties. Structural holes are proposed to have both positive and negative influences on subsequent innovation. Results from a longitudinal study of firms in the international chemicals industry indicate support for the predictions on direct and indirect ties, but in the interfirm collaboration network, increasing structural holes has a negative effect on innovation. Among the implications for interorganizational network theory is that the optimal structure of interfirm networks depends on the objectives of the network members.

Journal

Administrative Science Quarterly – SAGE

Published: Sep 1, 2000

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