Technology & Networks

SA14.1 The Quality of Collaboration: Inducements & Opportunities in the Formation of Interfirm Linkages

• Gautam Ahuja; University of Texas, Management Dept., CBA 4.202, Austin, TX 78712; ahujaebos@texas.edu

I argue that centrality in an inter-firm network is explained by simultaneously examining both linkage-inducement and linkage-opportunity factors. Firms possessing 3 inducement and opportunity factors accumulated technical, commercial and social capital and become central more easily. However, firms lacking these accumulated resources can also become central by creating radical tehnological breakthroughs.

SA14.2 Coming From Good Stock: Career Histories & New Venture Formation

• M. Diane Burton; Harvard Business School, Soldiers Field Rd., Boston, MA 02163; dburton@hbs.edu
• Jesper B. Sorensen; University of Chicago, Grad. Sch. of Bus., 1101 East 58th St., Chicago, IL 60637; jesper.sorensen@gsb.uchicago.edu
• Christine Beckman; Stanford University, Grad. Sch. of Bus., Stanford, CA 94305; cbeckman@gsb.stanford.edu

We argue that entrepreneurs secure informational and reputational benefits from having worked for employers who occupy prominent positions in entrepreneurial networks. Employer centrality increases employee exposure opportunities and resources. Employer prominence reflects positively on employees, helping to reduce perceived uncertainty of proposed ventures. We find that Silicon Valley founders pursue risky, innovative ventures at a higher rate...

SA14.3 Strategic Participation in Cooperative Technical Organizations: Informal Networks & Alliance Formation

• Lori Rosenkopf; University of Pennsylvania, The Wharton School, 2000 SH-DH, Philadelphia, PA 19104-6302; rosenkopf@wharton.upenn.edu
• Anca Turcanu; University of Pennsylvania, The Wharton School, 2000 SH-DH, Philadelphia, PA 19104-6370; turcanu@management.wharton.upenn.edu
• Varghese George; Rutgers University, Fac. of Mgmt. Org. Mgmt. Dept., 111 Washington St., Newark, NJ 07102; vgeorge@andromeda.rutgers.edu

We derive an informal inter-firm network firm participation in technical committees in the cellular industry. We show that firm centrality in this network increases subsequent alliance formation rates and that greater joint participation by a pair of firms in this network increases its likelihood of forming subsequent alliances.

SA14.4 The Geography of Opportunity

• Toby Stuart; University of Chicago, Grad. Sch. of Bus., 1101 East 58th St., Chicago, IL 60637; toby.stuart@gsb.uchicago.edu
• Olav Sorensen; University of Chicago, Grad. Sch. of Bus., 1101 East 58th St., Chicago, IL 60637; olav.sorensen@gsb.uchicago.edu

We develop a socialogical explanation for industry clustering. We present a network and ecological perspective on the determinants of spatial heterogeneity in founding rates and organizational performance in the population of US biotechnology firms. Our analyses investigate the effects of geographic proximity to established biotechnology firms, biotechnology experts and venture capitalists on the location-specific founding rates and performance of startups.