Abstract

Interpersonal and interorganizational networks are considered to be important for furthering entrepreneurial success, especially for overcoming the liability of newness and smallness. With this paper, we go a step further, arguing that some start-ups even replace organization creation by means of what we call strategic network creation. Using a revelatory case study, we analyze how a science-based start-up has seized opportunities by creating and orchestrating a strategic network and why this venture – after six years of growth and economic success – still has no employees. We underline the role of dialectical network dynamics in terms of legitimacy, reflexivity and reciprocity in the process of strategic network creation.

THE NATIONAL FEDERATION OF INDEPENDENT BUSINESS (NFIB) AWARD FOR THE BEST PAPER ON GENERAL TOPIC OF ENTREPRENEURSHIP

Share

COinS