The Effect of Social Networks on Resource Access and Business Start-ups

Jenssen, Jan Inge; Koenig, Harold F.

doi:10.1080/0965431022000031301

Cited by 160 publications

(103 citation statements)

References 8 publications

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“…Social network methods suggested prominence in alliances results in better performance in many different industries, including getting preferential treatment from suppliers and higher returns from investment. Entrepreneurial networks also can provide a wide range of resources for start-up businesses (Anderson, Park, & Jack, 2007) and access to finance (Aldrich, 1989;Jenssen & Koenig, 2002). A study by Lavie (2007) argued that in software alliances with well-endowed partners, networks might provide an additional explanation for the market performance of firms.…”

Section: Related Workmentioning

confidence: 99%

The web mirrors value in the real world: comparing a firm’s valuation with its web network position

Yun

Gloor²

2015

Comput Math Organ Theory

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Section: Related Workmentioning

confidence: 99%

The web mirrors value in the real world: comparing a firm’s valuation with its web network position

Yun

Gloor²

2015

Comput Math Organ Theory

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“…The business networks become a community of practice, [13]. These SMMEs now enjoy trust and long term relationships with other stakeholders, [38] have been built, through among panel shops that deal with the incubator company. Participation in these networks have generated new market information, new customers, [39] and SMME owners can now negotiate with partners and suppliers.…”

Section: Networkmentioning

confidence: 99%

“…Through industry peers, these SMMEs can now access industry related information and it has opened up opportunities for collective lobbying, [40]. The network provided by the incubator company has strong ties in the industry, [38] since it offers risk insurance services that include motor vehicles.…”

Section: Networkmentioning

confidence: 99%

An Enterprise Development Initiative: Incubation In The South African Motor Body Repair Sector

Muyengwa

Dube

Battle

et al. 2014

Balkan Region Conference on Engineering and Business Education

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The paper investigates motivations, challenges and success factors experienced by an incubator company and panel shop owners during transformation from a non-registered to a registered panel shop. Since 2006 the company has assisted six black owned panel shops in upgrading their businesses through an annual grant of R1.5 million per business. The objective is to develop and empower disadvantaged black owned motor body repairers. The study was conducted through multiple case studies and in-depth interviews with owners and staff of these panel shops including incubator company personnel. The study revealed that noticeable improvements were in better infrastructure, improved management skills, registration with the repair authority, access to work from the insurance industry and better turnover. Challenges faced were in building of trust among panel shop owners and support agencies seconded to their businesses by the incubator company during the incubation process.

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“…In the case of SNT there are six references citing flexibility in networks (Granovetter, 1973), flexible networks (Nelson & Mathews, 1991;Tichy et al, 1979) and resource performance principles (Jenssen & Koenig, 2002;McPherson et al, 1992;Pillai, 2006). Four references cover the RBT principles, namely stakeholder control over resources and reconfiguring resource structures and performance (Eisenhardt, 1984;Pfeffer & Salancik, 1978;Rindova & Kotha, 2001;Teece et al, 1997).…”

Section: Contributions and Implications For Practicementioning

confidence: 99%

The case of customer recruitment processes: Dynamic evolution of customer relationship management resource networks

Braganza

Stebbings

Ngosi

2013

Journal of Marketing Management

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This study is borne from a concern that organisations continue to invest significantly in CRM systems that are redundant by the time they are launched. This is because these systems are designed for stable environments. This paper examines ways in which CRM resource networks can be designed to be adaptive on a continuous basis. Drawing conclusions from the literature review, we define the theoretical focus of this study at the "intersection" of three theories and propose a conceptual model describing the phenomenon of interest. We use as our unit of analysis customer recruitment processes, which are a subset of CRM systems. Based on an in-depth case study we found seven principles to guide organisations develop customer recruitment processes that are designed for change. We expand on the conceptual model by linking together these seven empirically derived principles so that design issues influenced by stakeholders, social networks and resources are better understood. This study is of value to scholars because it uses, for the first time, three theories, stakeholder, resource based theory and social network theory, to study resource networks in customer recruitment processes. It's of value to practitioners because it provides direction for management action. "Summary statement of contribution"This paper contributes to the field of marketing management by bringing together three theories in a conceptual model to examine and understand the principles that enable organisations to design customer recruitment processes, which are a subset of CRM systems that are designed to change and adapt in response to changing stakeholders' expectations.

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The Effect of Social Networks on Resource Access and Business Start-ups

Cited by 160 publications

References 8 publications

The web mirrors value in the real world: comparing a firm’s valuation with its web network position

The web mirrors value in the real world: comparing a firm’s valuation with its web network position

An Enterprise Development Initiative: Incubation In The South African Motor Body Repair Sector

The case of customer recruitment processes: Dynamic evolution of customer relationship management resource networks

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