Networks, Alliances, and Entrepreneurship

Arnold C. Cooper

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Entrepreneurship Studies and Influences Innovation and Knowledge Management Business Strategy and Innovation

Abstract

This chapter examines the processes by which entrepreneurs, both independent and corporate, start and develop new ventures. It considers prior work on networks and alliances which add to our understanding of these processes. It then suggests opportunities for future research on entrepreneurship which build upon what has been done. As we shall see, networks and alliances can influence almost every aspect of new venture creation. Johannisson described the personal network of the entrepreneur as “the strategically most significant resource of the firm”.

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References

1997Social Structure and Competition in Interfirm Networks: The Paradox of Embeddedness 1992Structural Holes 1986Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy 1993Geographic Localization of Knowledge Spillovers as Evidenced by Patent Citations 1993Profiting from technological innovation: Implications for integration, collaboration, licensing and public policy 1983The Correlates of Entrepreneurship in Three Types of Firms 1998Alliances and networks 1991A Conceptual Model of Entrepreneurship as Firm Behavior

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