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Strong Ties as Sources of New Knowledge: How Small Firms Innovate through Bridging Capabilities

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  • Sandor Lowik
  • Daan Van rossum
  • Jeroen Kraaijenbrink
  • Aard Groen

Abstract

While extant literature assumes an inverted U‐shaped relationship between tie‐strength and new knowledge acquisition, our study suggests a positive, curvilinear relationship. Our multiple case study shows that firms use specific relational capabilities—which we define “bridging capabilities”—to acquire new knowledge. These bridging capabilities mitigate the risk of overembeddedness in strong ties through increasing multiplexity, that is, through establishing and leveraging multiple relations within a single tie. Our findings suggest that small firms should invest more in the exploration of strong ties instead of increasing their weak tie network. Doing so helps them to reduce alliance complexity, thereby increasing alliance management efficiency and alliance ambidexterity.

Suggested Citation

  • Sandor Lowik & Daan Van rossum & Jeroen Kraaijenbrink & Aard Groen, 2012. "Strong Ties as Sources of New Knowledge: How Small Firms Innovate through Bridging Capabilities," Journal of Small Business Management, Taylor & Francis Journals, vol. 50(2), pages 239-256, April.
    • Handle: RePEc:taf:ujbmxx:v:50:y:2012:i:2:p:239-256
    DOI: 10.1111/j.1540-627X.2012.00352.x
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    Cited by:

    1. Kearney Arthur & Harrington Denis & Kelliher Felicity, 2017. "Managerial capability for innovation for microfirms: integrating theory with empirical evidence," The Irish Journal of Management, Sciendo, vol. 36(1), pages 49-59.
    2. Abeer Alomani & Rui Baptista & Suma S. Athreye, 2022. "The interplay between human, social and cognitive resources of nascent entrepreneurs," Small Business Economics, Springer, vol. 59(4), pages 1301-1326, December.

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