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Leveraging ties: the contingent value of entrepreneurial teams' external advice networks on Indian software venture

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This paper investigates the impact of entrepreneurial teams' external networks on their ventures' performance. The authors propose that ventures whose entrepreneurial teams are embedded in less dense external advice networks experience higher performance because of superior access to valuable resources that improves strategic decision making. They then propose that network ties are not uniform in their effect, but rather are contingent on the characteristics of the network contacts and the internal dynamics within the entrepreneurial team. Data from Indian software ventures shows support for the both the direct effect of external networks and the contingent effect of internal team dynamics. However, they only find weak support for the contingent effect of network contact characteristics on venture performance.

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en

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application/pdf

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http://flora.insead.edu/fichiersti_wp/inseadwp2005/2005-54.pdf

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Copyright INSEAD. All rights reserved