Bridging ties: a source of firm heterogeneity in competitive capabilities

Bridging ties: a source of firm heterogeneity in competitive capabilities What explains differences in firms’ abilities to acquire competitive capabilities? In this paper we propose that a firm’s embeddedness in a network of ties is an important source of variation in the acquisition of competitive capabilities. We argue that firms in geographical clusters that maintain networks rich in bridging ties and sustain ties to regional institutions are well‐positioned to access new information, ideas, and opportunities. Hypotheses based on these ideas were tested on a stratified random sample of 227 job shop manufacturers located in the Midwest United States. Data were gathered using a mailed questionnaire. Results from structural equation modeling broadly support the embeddedness hypotheses and suggest a number of insights about the link between firms’ networks and the acquisition of competitive capabilities. Copyright © 1999 John Wiley & Sons, Ltd. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Strategic Management Journal Wiley

Bridging ties: a source of firm heterogeneity in competitive capabilities

Strategic Management Journal, Volume 20 (12) – Dec 1, 1999

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Publisher
Wiley
Copyright
Copyright © 1999 John Wiley & Sons, Ltd.
ISSN
0143-2095
eISSN
1097-0266
DOI
10.1002/(SICI)1097-0266(199912)20:12<1133::AID-SMJ74>3.0.CO;2-7
Publisher site
See Article on Publisher Site

Abstract

What explains differences in firms’ abilities to acquire competitive capabilities? In this paper we propose that a firm’s embeddedness in a network of ties is an important source of variation in the acquisition of competitive capabilities. We argue that firms in geographical clusters that maintain networks rich in bridging ties and sustain ties to regional institutions are well‐positioned to access new information, ideas, and opportunities. Hypotheses based on these ideas were tested on a stratified random sample of 227 job shop manufacturers located in the Midwest United States. Data were gathered using a mailed questionnaire. Results from structural equation modeling broadly support the embeddedness hypotheses and suggest a number of insights about the link between firms’ networks and the acquisition of competitive capabilities. Copyright © 1999 John Wiley & Sons, Ltd.

Journal

Strategic Management JournalWiley

Published: Dec 1, 1999

References

  • Strategic assets and organizational rent
    Amit, Amit; Schoemaker, Schoemaker
  • Network location and learning: The influence of network resources and firm capabilities on alliance formation
    Gulati, Gulati
  • Measuring competence? Exploring firm effects in pharmaceutical research
    Henderson, Henderson; Cockburn, Cockburn
  • Dynamic capabilities and strategic management
    Teece, Teece; Pisano, Pisano; Shuen, Shuen

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