Network structure and innovation: The leveraging of a dual network as a distinctive relational capability
Summary. This study examines how network structure affects innovation in alliance networks. Using 30+ years of data from three furniture manufacturers and their design firm partnerships, the research shows that firms combining a core of strong ties with a large periphery of weak ties—a 'dual network'—develop superior innovative capabilities. This dual network architecture creates a distinctive competitive advantage by enabling knowledge integration and dynamic innovation.
Cite this article
Capaldo, A.. (2007). Network structure and innovation: The leveraging of a dual network as a distinctive relational capability. Strategic Management Journal. https://doi.org/10.1002/smj.621
Capaldo, Antonio. “Network structure and innovation: The leveraging of a dual network as a distinctive relational capability.” Strategic Management Journal, 2007. https://doi.org/10.1002/smj.621.
Capaldo, Antonio. 2007. “Network structure and innovation: The leveraging of a dual network as a distinctive relational capability.” Strategic Management Journal. https://doi.org/10.1002/smj.621.
@article{capaldo-2007-network-structure-innovation-leveraging-dual,
title = {Network structure and innovation: The leveraging of a dual network as a distinctive relational capability},
author = {Antonio Capaldo},
journal = {Strategic Management Journal},
year = {2007},
doi = {10.1002/smj.621},
url = {https://doi.org/10.1002/smj.621}
}
TY - JOUR TI - Network structure and innovation: The leveraging of a dual network as a distinctive relational capability AU - Antonio Capaldo JO - Strategic Management Journal PY - 2007 DO - 10.1002/smj.621 UR - https://doi.org/10.1002/smj.621 ER -
Details
- DOI
- 10.1002/smj.621
- Countries
- Italy, Japan
- Regions
- Europe, Asia
- Categories
- innovation-networks, innovation-theory, general-innovation
- Added
- 2026-04-28