Rights statement: This is the author’s version of a work that was accepted for publication in Industrial Marketing Management. 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 Industrial Marketing Management, 80, 2019 DOI: 10.1016/j.indmarman.2017.12.004
Accepted author manuscript, 881 KB, PDF document
Available under license: CC BY-NC-ND: Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License
Final published version
Research output: Contribution to Journal/Magazine › Journal article › peer-review
| <mark>Journal publication date</mark> | 1/07/2019 |
|---|---|
| <mark>Journal</mark> | Industrial Marketing Management |
| Volume | 80 |
| Number of pages | 16 |
| Pages (from-to) | 99-114 |
| Publication Status | Published |
| Early online date | 26/12/17 |
| <mark>Original language</mark> | English |
Few researchers have examined empirically the dynamics of human-non-human networking and its importance for strategic outcomes, particularly in the field of entrepreneurship. In this paper, we use Actor-Network Theory to observe and investigate the role of materially heterogeneous entities in the entrepreneurial network. Building on the results of a four-year, multi-case study, this paper describes how an entrepreneurial network, beyond its social nature, is also a socio-material constellation. The symmetric treatment of human and non-human actors enables us to move away from the figure of the heroic entrepreneur. Our findings reveal various roles that the heterogeneity of actor-networks can play in the entrepreneurial process. We see on the one hand their power to attract and recruit new allies when they are aligned with the entrepreneur's vision, and on the other their ability to repel and block the new venture creation process when they fail to effectively translate what the entrepreneur has in mind.