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This paper explores the interplay between social structure and economic action by examining some of the evolutionary dynamics of an emergent network that coalesces into a small-world system. The study highlights the small-world system’s evolutionary dynamics at both the macro level of the network and the micro level of an individual actor. This dual(More)
This study investigates the determinants of bridging ties within networks of interconnected firms. Bridging ties are defined as nonredundant connections between firms located in different network communities. We highlight how firms can enter into these relationships because of the incentives and opportunities for action that are embedded in the existing(More)
This paper investigates the evolutionary dynamics of a dual social structure encompassing collaboration and conflict among corporate actors. We apply and advance structural balance theory to examine the formation of balanced and unbalanced dyadic and triadic structures, and to explore how these dynamics aggregate to shape the emergence of a global network.(More)
E veryone knows how to get into a relationship, but getting out is not so easy. In the pop music song, Paul Simon claimed there were fifty ways to leave your lover, but how much do we know about leaving our corporate alliances? In the last three decades we have witnessed an explosion in the number of strategic alliances, which we define as cooperative(More)
Departing from prior research analyzing the implications of social structure for actors’ outcomes by applying either an ego network or a global network perspective, this study examines the implications of network communities for the invention productivity of firms. Network communities represent dense and nonoverlapping structural groups of actors in a(More)
This study investigates the origins of variation in the structures of interorganizational networks across industries. We combine empirical analyses of existing interorganizational networks in six industries with an agent-based simulation model of network emergence. Using data on technology partnerships from 1983 to 1999 between firms in the automotive,(More)
We argue that the performance benefits of interpersonal heterogeneity are subject to three common failure points. First, heterogeneous people tend to homogenize over time with repeated exposure, leading any benefits of interpersonal heterogeneity to decay with time. Second, groups composed of heterogeneous people tend to be fragile; they are both more(More)
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