This article aims to shed light on the drivers underlying the role and scope of intentional governance of the structural dynamics of whole interorganizational networks. Prior research has distinguished networks that are emergent from networks that are orchestrated. While empirical studies have shown situations in which the role and scope of intentional governance of whole interorganizational networks has changed in time, and there is a growing interest regarding the endogenous drivers of network dynamics, the dimensions that influence intentional governance of network structure dynamics and the way this is carried out remain still to be elucidated. In order to pinpoint these drivers, we leverage the models of network structure dynamics elaborated within studies conducted at the intersection between network research and complexity science to propose a multilevel interpretive framework that clarifies the role and scope of intentional agency at different structural levels of interorganizational networks. Our framework advances a twofold conceptual contribution: on one hand, we tackle the change in the role and scope of intentional governance of network structures in both the early stages and the later stages of network evolution. On the other, we interpret the network of formal ties as resembling the accelerating network model, with the network of informal ties being akin to the scale-free (or truncated scale-free) network model of complex networks theory.

There is ample evidence of the influence of venture capital on the creation and growth of new ventures, yet scant attention has been paid to the heterogeneity of venture capitalists and their capacity to contribute to the dynamic growth of new ventures. This paper aims to contribute to the existing literature by exploring the notion that venture capitalists have beneficial effects on the growth of new ventures when they rely on a set of distinctive skills and processes that we associate with venture capital capabilities. We bridge the venture capital and resource-based view research streams to identify the foundational mechanisms of venture capital capabilities. We develop a set of propositions to test empirically and discuss the implications of our study for research and practice

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Purpose The motivations behind co-branding alliances, the differences in performance between the paired brands and the emergence of “spillover effects” have been pillars of the marketing research agenda for almost three decades. We observe an extensive number of studies on co-branding alliances, combined with multiple theoretical perspectives and empirical approaches informing extant literature. The purpose of this paper is to summarize of the state of the art of this research. Design/methodology/approach The authors offer a systematic literature review of 190 papers on co-branding alliances. The authors portray a picture of the theories informing co-branding research and build a conceptual framework that summarizes the concepts and variables used in this literature. Finally, 11 interviews with managers and consultants of European firms help to reveal potential problems in practice and needs that are not captured by previous studies. Findings The authors develop a map of theories used to investigate co-branding alliances and build a conceptual framework linking motivations, co-branding alliance implementation and outputs. Finally, the authors propose a structured research agenda. Research limitations/implications The main implication relies on the structured research agenda. Practical implications Practical implications include the identification of the variables and dimensions involved in a brand alliance to exploit the strengths and moderate the weaknesses of a brand. Originality/value This paper highlights how co-branding is embedded in different contexts and dimensions regarding both firms and consumers. The two maps presented in this study underscore the interdependence among such dimensions. The authors interview marketing experts to validate the conceptual framework and to help us extract the managerial implications that stem from it.