In this paper we extend previous research by combining network structural and network process approaches. Specifically, in a six-year, three-wave study of 41 firms in two strategic networks, we found that the interaction between generalized reciprocity among a focal firm's partners and network tie intensity and betweenness centrality improved firm performance. No influences were observed for the interaction involving degree centrality and generalized reciprocity. Our research suggests that managers in strategic networks may need to consider the balance between relationship-extensive and relationship-intensive strategies.
ASJC Scopus subject areas
- Business and International Management
- Strategy and Management
- Management of Technology and Innovation