Centre for Organizational Renewal and Evolution (CORE)
Department of Management
Based on social network theoy, this article investigates the distribution of networking roles and responsibilities in entrepreneurial founding teams. Its focus is on the team as a collection of individuals, thus allowing the research to address differences in networking patterns. It identifies six central networking activities and shows that not all founding team members are equally active 'networkers'. The analyses show that team members prioritize different networking activities and that one member in particular has extensive networking activities whereas other memebrs of the team are more limited in their networking, while some even reject the notion of networking as a useful activity.
Translated title of the contribution
Networking activities in technology-based entrepreneurial teams
Original language
English
Journal
International Small Business Journal
Volume
23
Issue
3
Pages (from-to)
257-78
Number of pages
20
ISSN
0266-2426
Publication status
Published - 2005
Research areas
entrepreneurial teams, networking activities, new technology-based ventures, qualitative research