Ravindranath Madhavan

NETWORKS IN TRANSITION: HOW INDUSTRY EVENTS (RE)SHAPE INTERFIRM RELATIONSHIPS

Interfirm relationship networks are strategic resources that can potentially be shaped by managerial action. As a first step towards understanding how managers can shape networks, we develop a framework which explains how industry networks evolve over time and in response to specific events. Our main thesis is that industry events may be either structure-reinforcing or structure-loosening, and that their potential structural impact may be predicted in advance. We validate our hypotheses with longitudinal data on the strategic alliance network in the global steel industry.

The Evolution of Interfirm Networks: Environmental Effects on Patterns of Network Change

We develop a framework examining the relationship between environmental change and patterns of network change. We propose four patterns of network change (network expansion, network churning, network strengthening, and network shrinking) across four environmental change scenarios. Since network evolution is the result of both environmental context and strategic action, we incorporate strategic orientation as a moderator. Focusing on network change at both the firm and network levels of analysis will guide us toward a better understanding of the principles behind the building of effective networks.

Market Value Impact Of Joint Ventures: The Effect Of Industry Information-Processing Load

Previous studies of the market value impact of announcements of joint ventures have not considered industry effects. We suggest that the impact of such announcements varies with the information-pro...

DiffuNET: The impact of network structure on diffusion of innovation

Purpose – To provide an explicit model to address the relationships between the structural characteristics of a network and the diffusion of innovations through it. Further, based on the above relationships, this research tries to provide a way to infer diffusion curve parameters (innovation coefficient and imitation coefficient) from network structure (e.g. centralization).Design/methodology/approach – Based on the network and innovation literatures, we develop a model explicitly relating the structural properties of the network to its innovation and imitation potential, and in turn to the observed diffusion parameters (innovation and imitation coefficients). We first employ current theoretical and empirical results to develop postulates linking six key network properties to innovation and imitation outcomes, and then seek to model their effects in an integrative manner. We argue that the innovation and imitation potentials of a network may be increased by strategically re‐designing the underlying networ...

Strategic types in institution building: A fit perspective

It is generally accepted that the institutionalization of new knowledge is the final stage in the process of knowledge diffusion and utilization, suggesting the need for conceptual models of institution building strategy. We describe four strategic types of institution building, which involve a transfer of knowledge and programs from a home setting to a host setting: consulting, management, adaptation, and entrepreneurial. The strategic types are conceptually derived in terms of the fit between the institutional components—content, context, and environment—in both home and host settings.