Table of Contents

Current Issues in International Entrepreneurship

Current Issues in International Entrepreneurship

The McGill International Entrepreneurship series

Edited by Hamid Etemad, Tage Koed Madsen, Erik S. Rasmussen and Per Servais

The young field of international entrepreneurship is rapidly expanding in scope and complexity, as increasingly more companies across the world compete to gain a larger global market share and attract consumers both at home and abroad. This book, the fifth volume in the McGill International Entrepreneurship series, brings together 29 scholars and practitioners to explore the contemporary issues, evolving relations and dynamic forces that are shaping the new emerging entrepreneurial system in international markets. It examines entrepreneurial efforts and relations in many firms embedded in and constrained by different national and corporate cultures of their own and offers expert recommendations for further research, better managerial practice and more effective public policy approaches.

Chapter 3: Social networks and inter-organizationalties of knowledge-intensive firms (KIFs)

Diala Kabbara and Antonella Zucchella

Subjects: business and management, entrepreneurship, international business


Once they have discovered a new opportunity, entrepreneurs can still rely on networks in order to find the necessary resources to set up the business. Indeed only a few entrepreneurs already have all the resources that are needed to exploit an opportunity, but they can be acquired more easily by means of networks. Moreover, networks provide the opportunity to acquire new capabilities (Anand and Khanna 2000; Dussauge et al. 2000; Hitt et al. 2000). In fact knowledge-intensive internationally oriented business firms are defined as ‘having a high added value of scientific knowledge embedded in both product and process’ according to Coviello (1994). These firms are characterized by the predominant (sometimes exclusive) presence of knowledge workers such as researchers, professionals, managers, scientific advisory board, and so on, in the organization or acting between the organization and the outside as boundary spanners (Aldrich 1977; Singh et al. 1996). The analysis of their social networks may throw new light on the presence of differentiated roles played by the social networks of individuals.

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