A relational lifecycle model of the emergence of network capability in new ventures

Helen McGrath, Thomas O’Toole, Lou Marino, Catherine Sutton-Brady

Research output: Contribution to journalArticlepeer-review

8 Citations (Scopus)

Abstract

This article presents a relational lifecycle model of the emergence of network capability in new ventures. Network capability is defined as a strategic ability learned in interaction with business partners. We focus on the foundational phases and processes of the emergence of this dynamic capability. The lifecycle model comprises three phases that evolve over time in tandem with the level of network engagement. The qualitative study identifies five tipping points or critical changes that move new ventures between the lifecycle phases. Using a sample of new ventures in a longitudinal action research design, the article demonstrates how new ventures emerge in network capability through increasingly complex and multilayered engagement processes with business partners. The relational lifecycle model contributes to the literature on how network capability emerges over time through the dynamics of interaction between business partners as new venture networks evolve and change.

Original languageEnglish
Pages (from-to)521-545
Number of pages25
JournalInternational Small Business Journal: Researching Entrepreneurship
Volume36
Issue number5
DOIs
Publication statusPublished - 01 Aug 2018

Keywords

  • longitudinal action research
  • marketing
  • network capability
  • new ventures
  • relational lifecycle

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