A process-based model of network capability development by a start-up firm

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dc.contributor.author McGrath, Helen
dc.contributor.author Medlin, Christopher J.
dc.contributor.author O'Toole, Thomas
dc.date.accessioned 2018-01-10T12:20:41Z
dc.date.available 2018-01-10T12:20:41Z
dc.date.issued 2017-12-08
dc.identifier.citation McGrath, H., Medlin, C. J. and O'Toole, T. (2017) 'A process-based model of network capability development by a start-up firm', Industrial Marketing Management, 80, pp. 214-227. doi:10.1016/j.indmarman.2017.11.011 en
dc.identifier.volume 80
dc.identifier.startpage 214
dc.identifier.endpage 227
dc.identifier.issn 0019-8501
dc.identifier.uri http://hdl.handle.net/10468/5264
dc.identifier.doi 10.1016/j.indmarman.2017.11.011
dc.description.abstract Start-up firms are notoriously resource and time poor. One way of addressing these deficits is to develop strategic capability to access, activate and co-shape resources with other firms in the start-up's network. The capability literature assumes such a development is inevitable, provided a start-up survives. But developing network capability depends on the managers of other firms, the deepening managerial understanding of business relationships, and the ability of the start-up managers to adjust to and understand interdependence in networks. We present a processual model of how managerial understanding of network capability develops, comprising of three parts each building on the earlier: (i) in relationships, (ii) through relationships and (iii) in the network. The model was inductively developed from a longitudinal study of a start-up firm. Also, two sensemaking processes were found to predominate â problem solving and social-cognitive processes. Our model highlights the role of the start-up manager in sensemaking with managers across a number of firms to resolve commercial problems. Thus, the independence many start-up managers seek must turn towards interdependence. Second, managers' temporal horizons and the specific temporal profile of events and activities inside the involved business relationships are important in understanding and developing, with other firms, network capability. en
dc.format.mimetype application/pdf en
dc.language.iso en en
dc.publisher Elsevier Inc. en
dc.rights © 2017, the Authors. Published by Elsevier Inc. This is an open access article under the CC BY-NC-ND license. en
dc.rights.uri http://creativecommons.org/licenses/BY-NC-ND/4.0/ en
dc.subject Business relationship development en
dc.subject Capability understanding en
dc.subject Entrepreneurship en
dc.subject Network capability en
dc.subject Start-up firm en
dc.subject Temporal process model en
dc.title A process-based model of network capability development by a start-up firm en
dc.type Article (peer-reviewed) en
dc.internal.authorcontactother Helen McGrath, Management & Marketing, University College Cork, Cork, Ireland. +353-21-490-3000 Email: helen.mcgrath@ucc.ie en
dc.internal.availability Full text available en
dc.date.updated 2018-01-09T11:30:54Z
dc.description.version Published Version en
dc.internal.rssid 421115491
dc.description.status Peer reviewed en
dc.identifier.journaltitle Industrial Marketing Management en
dc.internal.copyrightchecked Yes en
dc.internal.licenseacceptance Yes en
dc.internal.IRISemailaddress helen.mcgrath@ucc.ie en


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© 2017, the Authors. Published by Elsevier Inc. This is an open access article under the CC BY-NC-ND license. Except where otherwise noted, this item's license is described as © 2017, the Authors. Published by Elsevier Inc. This is an open access article under the CC BY-NC-ND license.
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