Collaboration Networks, Structural Holes, and Innovation: A Longitudinal Study

Gautam Ahuja · 2000 · Administrative Science Quarterly

Summary. This longitudinal study of chemical industry firms shows that direct and indirect business relationships both boost innovation output. However, structural holes—disconnections between a firm's partners—reduce innovation in interfirm collaboration networks. The research demonstrates that network structure significantly affects innovation performance, and optimal network design depends on what firms aim to achieve.

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Ahuja, G.. (2000). Collaboration Networks, Structural Holes, and Innovation: A Longitudinal Study. Administrative Science Quarterly. https://doi.org/10.2307/2667105

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  title   = {Collaboration Networks, Structural Holes, and Innovation: A Longitudinal Study},
  author  = {Gautam Ahuja},
  journal = {Administrative Science Quarterly},
  year    = {2000},
  doi     = {10.2307/2667105},
  url     = {https://doi.org/10.2307/2667105}
}

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TI  - Collaboration Networks, Structural Holes, and Innovation: A Longitudinal Study
AU  - Gautam Ahuja
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Details

DOI: 10.2307/2667105
Countries: United States
Regions: North America
Categories: innovation-networks, innovation-theory, general-innovation
Added: 2026-04-28