RELATIONAL PLURALISM IN DE NOVO ORGANIZATIONS: BOARDS OF DIRECTORS AS BRIDGES OR BARRIERS TO DIVERSE ALLIANCE PORTFOLIOS?
- 주제(기타) Business
- 주제(기타) Management
- 등재 SSCI, SCOPUS
- 발행기관 ACAD MANAGEMENT
- 발행년도 2014
- 총서유형 Journal
- URI http://www.dcollection.net/handler/ewha/000000161824
- 본문언어 영어
- Published As http://dx.doi.org/10.5465/amj.2011.1068
초록/요약
This paper develops relational pluralism as a collective construct whose dimensions are heterogeneity, multiplexity, and asymmetry. Relational pluralism is instantiated in the board of directors, whose network of relationships influence a new venture's ability to establish external links beyond the networks of the founding team. We argue that relational pluralism speeds the establishment of a diverse alliance portfolio, which, in turn, speeds the attainment of major revenue milestones in a new firm. We examine these ideas in a population of de novo semiconductor firms and find that diverse alliance portfolios emerge faster when a board includes members with heterogeneous, multiplex relationships, as well as central network positions. However, the asymmetric influence of outside board members can have both positive and negative effects: the alliance formation process is aided by outsiders in central network positions, but impeded when central investors dominate the board. We discuss implications for our understanding of relational pluralism as a collective construct.
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