Impact of network structural holes on enterprise technological innovation activities

Zhang Dan; Hu Zuguang

PDF(973 KB)

Science Research Management ›› 2013 ›› Issue (6) : 34-41.

Impact of network structural holes on enterprise technological innovation activities

Zhang Dan¹, Hu Zuguang²

Author information +

History +

Abstract

The existing research shows that the network structural hole has two totally opposite effects on the enterprise technological innovation activities i.e. on the one hand, the network structural hole expands the diversity of touchable information, exerting a positive impact on technological innovation activities; on the other hand, the network structural hole increases the risk of opportunistic behavior, bringing a negative effect on the technological innovation activities. In fact, taking the different types of technological innovation activities into consideration, these two effects might not be contradictory. The study results show that network structural holes have a positive impact on the exploratory innovation, and the trust has positively moderated the relation between two of them. Network structural holes have the insignificant impact on the exploitative innovation activity.

Key words

network structural hole / enterprise / technological innovation activity

Cite this article

EndNote

Ris (Procite)

Bibtex

Download Citations

Zhang Dan, Hu Zuguang. Impact of network structural holes on enterprise technological innovation activities[J]. Science Research Management. 2013(6): 34-41

References

[1] Hannah Van ,Stijn K., Reinhilde V. Researcher networks and productivity [R]. Aalborg: DIME-DRUID ACADEMY Winter Conference 2011 on Comwell Rebild Bakker.2011:22.
[2] Jason P. Davis. Agency and knowledge problems in network dynamics: brokers and bridges in innovative interorganizational relationships [R]. http://faculty. chicagobooth.edu/ workshops/ orgs-markets/ archive/ pdf/ networkpruning. pdf. 2010(working paper).
[3] Vineet Kumar,Ramayya K.,David Krackhardt,Dynamics of Network Structure and Content in Social Media [R]. Enterprise Information Infrastructure (EII) Research Network Seminar at the University of Sydney http://community.mis.temple.edu /seminars/files/2011/02 /Krishnan -social-media.pdf.
[4] Marco T and Krackhardt D. Activatiing cross-boundary knowledge: the role of simmelian ties in the generation of innovations[J]. Academy of Management Journal,2010,53(1):167 181.
[5] Burt Ronald. Structure Holes: the Social Structure of Competition[M]. Cambridge: Harvard University Press,1992.
[6] Oliver, A. L.,Yuval Kalish and Gad Yair, Reflection on Brokerage and Closure[J]. Social Networks , 2007(29):330-339.
[7] Burt, R.S., Structural Holes and Good Ideas[J]. The American Journal of Sociology, 2004,110(2):349-399.
[8] 刘军.局部桥和结构洞:意义、测量及拓展[J].改革开放与中国社会学.北京:社会科学文献出版社,2008:346-384.
[9] 盛亚,范栋梁.结构洞分类理论及其在创新网络中的应用[J].科学学研究.2009,27(9): 1407-1411.
[10] Akbar Zaheer, Geoffrey G. Bell. Benefiting from network position: firm capabilities, structural holes, and performance[J]. Strategic Management Journal.2005(26): 809 825.
[11] Xiao Z, Tsui A S. When Brokers may network: the cultural contingency of social capital in Chinese high-tech firms[J]. Administrative Science Quarterly, 2007,52: 1-31.
[12] Hans T.W. Frankort.Structural holes, technological resources, and innovation: a study of an interfirm R&D Network[J]. Academy of Management Proceedings, 2008:1-6.
[13] Marie Louise Mors. Innovation in a global consulting firm: when the problem is too much diversity[J]. Strategic Management Journal,2010,31(8):841 872.
[14] Akbar Zaheer, Giuseppe Soda.. Network evolution: the origins of structural holes[J]. Administrative Science Quarterly, 2009(54):1 31.
[15] Andrew V. Shipilov, Stan Xiao Li. Can you have your cake and eat It too? structural holes’ influence on status accumulation and market performance in collaborative networks[J]. Administrative Science Quarterly, 2008(53):73 108.
[16] Ahuja, G.. Collaboration networks, structural holes and innovation: A longitudinal study[J]. Administrative Science Quarterly, 2000,45(3):425 455.
[17] David Obstfeld.Knowledge creation,social networks and innovation:an integrative study[J]. Academy of Management Proceedings & Membership Directory, 2002:1-6.
[18] Dyer, J. H., and K. Noboeka.Creating and managing a high performance knowledge sharing network: The Toyota case[J]. Strategic Management Journal,2000(21):345-368.
[19] Rowley, T., D. Behrens, and D.Krackhardt. Redundant governance structures: An analysis of structural and relational embeddedness in the steel and semiconductor industries[J]. Strategic Management Journal,2000(21): 369-386.
[20] McFadyen, M. A., M. Semadeni, A.A Cannella Jr... Value of strong ties to disconnected others: Examining knowledge creation in biomedicine[J]. Organization Science,2009(20):552-564.
[21] David Stark and Bal zs Vedres. Opening closure: intercohesion and entrepreneurial dynamics in business groups . Cologne:Max Planck Institute for the Study of Societies (MPIfG), Discussion Paper,2009:1-40.
[22] 李忆,司有和.探索式创新、利用式创新与绩效:战略和环境的影响[J].南开管理评论,2008,11(5):4-12.
[23] Jansen,J.J.P.,Van Den Bosch,F.A.J.,Volberda,H.W..Exploratory Innovation,Exploitative Innovation,and Performance:Effects of Organizational Antecedents and Environmental Moderators[J].Management Science,2006,52(11):1661-1674.
[24] 周青.技术联盟与创新绩效:理论分析与实证检验[M].北京:科学出版社,2012.