Collaboration Networks, Structural Holes, and Innovation: A Longitudinal Study
Abstract
To assess the effects of a firm's network of relations on innovation, this paper elaborates a theoretical framework that relates three aspects of a firm's ego network—direct ties, indirect ties, and structural holes (disconnections between a firm's partners)—to the firm's subsequent innovation output. It posits that direct and indirect ties both have a positive impact on innovation but that the impact of indirect ties is moderated by the number of a firm's direct ties. Structural holes are proposed to have both positive and negative influences on subsequent innovation. Results from a longitudinal study of firms in the international chemicals industry indicate support for the predictions on direct and indirect ties, but in the interfirm collaboration network, increasing structural holes has a negative effect on innovation. Among the implications for interorganizational network theory is that the optimal structure of interfirm networks depends on the objectives of the network members.
Cite this
Gautam Ahuja (2000). Collaboration Networks, Structural Holes, and Innovation: A Longitudinal Study. Administrative Science Quarterly. https://doi.org/10.2307/2667105
@article{gautam2000collaboration,
title = {Collaboration Networks, Structural Holes, and Innovation: A Longitudinal Study},
author = {Ahuja, Gautam},
year = {2000},
journal = {Administrative Science Quarterly},
doi = {10.2307/2667105}
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