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

dc.contributor.authorMcGrath, Helen
dc.contributor.authorMedlin, Christopher J.
dc.contributor.authorO'Toole, Thomas
dc.date.accessioned2018-01-10T12:20:41Z
dc.date.available2018-01-10T12:20:41Z
dc.date.issued2017-12-08
dc.date.updated2018-01-09T11:30:54Z
dc.description.abstractStart-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.description.statusPeer revieweden
dc.description.versionPublished Versionen
dc.format.mimetypeapplication/pdfen
dc.identifier.citationMcGrath, 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.2017.11.011en
dc.identifier.doi10.1016/j.indmarman.2017.11.011
dc.identifier.endpage227
dc.identifier.issn0019-8501
dc.identifier.journaltitleIndustrial Marketing Managementen
dc.identifier.startpage214
dc.identifier.urihttps://hdl.handle.net/10468/5264
dc.identifier.volume80
dc.language.isoenen
dc.publisherElsevier 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.urihttp://creativecommons.org/licenses/BY-NC-ND/4.0/en
dc.subjectBusiness relationship developmenten
dc.subjectCapability understandingen
dc.subjectEntrepreneurshipen
dc.subjectNetwork capabilityen
dc.subjectStart-up firmen
dc.subjectTemporal process modelen
dc.titleA process-based model of network capability development by a start-up firmen
dc.typeArticle (peer-reviewed)en
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