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Network Embeddedness in Exploration and Exploitation of Joint R&D Projects: A Structural Approach
Author(s) -
Arranz N.,
Arroyabe M. F.,
Fernandez de Arroyabe J. C.
Publication year - 2020
Publication title -
british journal of management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 2.407
H-Index - 108
eISSN - 1467-8551
pISSN - 1045-3172
DOI - 10.1111/1467-8551.12338
Subject(s) - embeddedness , betweenness centrality , social capital , knowledge management , centrality , joint (building) , business , empirical research , structural holes , social network analysis , industrial organization , computer science , marketing , sociology , engineering , mathematics , architectural engineering , social science , statistics , combinatorics , anthropology
This paper analyses how network embeddedness affects the exploration and exploitation of R&D project performance. By developing joint projects, partners and projects are linked to one another and form a network that generates social capital. We examine how the location, which determines the access to information and knowledge within a network of relationships, affects the performance of projects. We consider this question in the setup of exploration and exploitation projects, using a database built from an EU framework. We find that each of the structural embeddedness dimensions (degree, betweenness and eigenvector centrality) have a different impact on the exploration and exploitation project performance. Our empirical analysis extends to project management literature and social capital theory, by including the effect that the acquisition of external knowledge has on the performance of the project.