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1、CollaborationNetworks,StructuralHoles,andInnovation：ALongitudinalStudyCollaborationNetworks,StructuralHoles,andInnovation:ALongitudinalStudyAuthor(s):GautamAhujaReviewedwork(s):JSTORisanot-for-profitservicethathelpsscholars,researchers,andstudentsdiscover,use,andbuilduponawiderangeofcontentinatruste
2、ddigitalarchive.Weuseinformationtechnologyandtoolstoincreaseproductivityandfacilitatenewformsofscholarship.FormoreinformationaboutJSTOR,pleasecontactsupport@jstor.org.JohnsonGraduateSchoolofManagement,CornellUniversityiscollaboratingwithJSTORtodigitize,preserveandextendaccesstoAdministrativeScienceQ
3、uarterly.//.jstor.orgCollaborationNetworks,Toassesstheeffectsofafirm’snetworkofrelationsonStructuralHoles,andinnovation,thispaperelaboratesatheoreticalframeworkthatrelatesthreeaspectsofafirm’segonetwork-directInnovation:ALongitudinaties,indirectties,andstructuralholes(disconnectionsSltudybetweenafir
4、m’spartners)-tothefirm’ssubsequentinnovationoutput.ItpositsthatdirectandindirecttiesGautamAhujabothhaveapositiveimpactoninnovationbutthattheUniversityofTexasatAustinimpactofindirecttiesismoderatedbythenumberofafirm’sdirectties.Structuralholesareproposedtohavebothpositiveandnegativeinfluencesonsubseq
5、uentinnovation.Resultsfromalongitudinalstudyoffirmsintheinternationalchemicalsindustryindicatesupportforthepredictionsondirectandindirectties,butintheinter-firmcollaborationnetwork,increasingstructuralholeshasanegativeeffectoninnovation.Amongtheimplica-tionsforinterorganizationalnetworktheoryisthatt
6、heoptimalstructureofinterfirmnetworksdependsontheobjectivesofthenetworkmembers.@Severalrecentstudieshaveindicatedthatthepositionsoffirmsininterorganizationanletworksinfluencefirmbehaviorandoutcomes(e.g.,Powell,Koput,andWalker,Smith-Doerr1,996;Kogut,andShan,1997).Becauseoftheirfacilitativeroleinvario
7、usinterorganizationaclontexts,networkrelation-shipshaveevenbeendescribedasnetworkresources(Gulati,1999).Inspiteofthegrowingconsensusthatnet-worksmatter,however,thespecificeffectsofdifferentele-mentsof
