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  • manuscript_theChangeinEntrepreneurialNetworks

    Rights statement: This is the author’s version of a work that was accepted for publication in European Management Journal. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in European Management Journal, 37, 2, 2018 DOI: 10.1016/j.emj.2018.05.001

    Accepted author manuscript, 701 KB, PDF document

    Embargo ends: 22/05/20

    Available under license: CC BY-NC: Creative Commons Attribution-NonCommercial 4.0 International License

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Examining change in entrepreneurial networks: Using visualisation as an alternative approach

Research output: Contribution to journalJournal article

Published
<mark>Journal publication date</mark>1/04/2019
<mark>Journal</mark>European Management Journal
Issue number2
Volume37
Number of pages12
Pages (from-to)139-150
Publication statusPublished
Early online date22/05/18
Original languageEnglish

Abstract

Although network-based research in entrepreneurship has considered the importance of networks for small firm growth, studies have been criticised for their contradictory inferences on how entrepreneurs should embed in networks, and for overlooking the fact that networks are dynamic in nature. In this paper, we seek to contribute to entrepreneurial network literature by exploring changes in entrepreneurial networks using a network mapping approach. To meet our research objectives, we implement an innovative research design (network mapping) where entrepreneurs visually demonstrate how their networks have changed. We find that entrepreneurial networks evolve dynamically in relation to entrepreneurial stages such as opportunity exploration, initial resource gathering, incubation, early market entry, and growth. Based on the characteristics of network, the change can be defined as the initial networks change towards support-based networks, market-based networks, and the development of core networks. Given the nature of these findings, this study contributes to fostering understanding on network changes and the effectiveness of a network mapping approach as an alternative data collection methodology in network research.

Bibliographic note

This is the author’s version of a work that was accepted for publication in European Management Journal. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in European Management Journal, 37, 2, 2018 DOI: 10.1016/j.emj.2018.05.001