Decoding network dynamics

Chou, Hsin Hui; Zolkiewski, Judy

doi:10.1016/j.indmarman.2012.01.003

Cited by 46 publications

(53 citation statements)

References 50 publications

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“…The extant literature presents scant evidence about network reconfiguration in R&D networks. Chou and Zolkiewski () analyse a case in the optical recording media industry and conclude that technological change drives the evolution of the focal net. In the case studied, the network reconfiguration is triggered by technological change and not orchestrated by a hub firm.…”

Section: Discussionmentioning

confidence: 99%

How to orchestrate R&D networks? The role of orchestration subprocesses and collaborative practices over time

2020

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Although R&D networks have been increasingly used by companies to foster innovation through collaboration, there are still challenges regarding how to successfully orchestrate such projects. The goal of this study is to analyse how a hub firm orchestrates an R&D network through collaborative practices. We based our study on the three orchestration subprocesses proposed by Dhanaraj and Parkhe, namely, to foster knowledge mobility, guarantee innovation appropriability, and maintain network stability. To achieve our goal, we analysed the collaborative practices in an R&D network in the semiconductor industry in France. The case consists of an R&D network among 26 companies to create a new transistor. The data include 65 interviews and 192 documents. The study contributes to the literature on network orchestration by showing that specific collaborative practices performed by a hub firm enable a fourth orchestration subprocess—network reconfiguration—which is necessary in long‐lasting and complex R&D networks and also affects the other three subprocesses. Network reconfiguration consists in disassociating and attracting new members to the R&D network to cover knowledge demands, and is performed by the hub‐firm through specific collaborative practices. The results can benefit practitioners by showing which collaborative practices may be useful for a hub firm throughout the development of an R&D network.

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Section: Discussionmentioning

confidence: 99%

How to orchestrate R&D networks? The role of orchestration subprocesses and collaborative practices over time

2020

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“…The analysis of networks is inherently a dynamic process (Balland, Boschma, & Frenken, 2015;Balland, De Vaan, & Boschma, 2012;Chou & Zolkiewski, 2012;Gilly & Torre, 2000), even…”

Section: A Dynamic Approach Of Networkmentioning

confidence: 99%

“…Adopting a processual approach involves integrating into studies the notion of time (Lowe & Rod, 2018;Chou & Zolkiewski, 2012) and its individual experience through the notions of events, cycles and routines (Lowe & Rod, 2018). Chou and Zolkiewski (2012) suggest the analysis of events or 'milestones events' to evaluate processes and temporal fluidity within networks. Pettigrew (1997, p. 338) defines events as a 'sequence of individual and collective events, actions, and activities unfolding over time in context'.…”

Section: A Dynamic Approach Of Networkmentioning

confidence: 99%

The role of proximity relations in the integration process into the network: an analysis of CEOs’ life narratives

Sabbado

Daniel

Ruiller

et al. 2021

Industry and Innovation

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This article looks at the collaboration relations of CEOs during different phases of the integration process into a network by using various proximity dimensions. Based on the life narratives of 21 CEO members belonging to a regional network, our study underlines that three integration phases exist, within which different proximity forms are mobilised. Whereas, institutional, personal and social proximities are significant during the entry phase, temporary geographical and cognitive proximities appear to be essential for building collaboration. Moreover, if social and personal dimensions play essential roles in starting collaborations, we note that social proximity remains less decisive for joint collaborative projects. These results enrich recent debates about the dimensions of proximity. They open lines of thinking about ways to encourage the integration of new members.

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“…I think women are much better at that, one day you are dealing with a teacher, and then a CEO’. Therefore, networks develop differently for men and women in the work environment, leading to differences in their social capital (Choi, ; Chou and Zolkiewski, ).…”

Section: Methodsmentioning

confidence: 99%

The networking practices of women managers in an emerging economy setting: negotiating institutional and social barriers

Klerk

Verreynne

2017

Human Res Mgmt Journal

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Women managers face institutional and social barriers throughout their careers. In this research, we use networking and symbolic interactionism theories to explain how they network while negotiating these impediments in an emerging economy setting. Focus‐group data revealed three themes. The women in our study, as predicted by networking theory, use networks to bolster career outcomes, although some also use non‐influential networks or network ineffectively. Next, symbolic interactionism explains how expectations of, and personal reflections on, networking lead to a lack of confidence and feelings of guilt that can be career limiting. However, when women understand that their unique networking approach can be powerful, they gain social capital that enhances their leadership. Last, patriarchal cultures of emerging economy settings support stereotypical gender roles, leaving women conflicted between competition and mutual support, thus redefining the so‐called Queen Bee phenomenon. We conclude by showing how women can use networking to enhance career and personal development.

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Decoding network dynamics

Cited by 46 publications

References 50 publications

How to orchestrate R&D networks? The role of orchestration subprocesses and collaborative practices over time

How to orchestrate R&D networks? The role of orchestration subprocesses and collaborative practices over time

The role of proximity relations in the integration process into the network: an analysis of CEOs’ life narratives

The networking practices of women managers in an emerging economy setting: negotiating institutional and social barriers

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