The role of cooperativeness for value creation in networks

This paper elaborate upon how cooperate problems with partners can restrict a firmpsilas ability to extract value from network ties when in a strategic network. In a four-year study based on 82 observations of 41 firms, we find support for that the interaction between cooperativeness among the partners that a focal firm is tied to (i.e., positive orientation toward resource contribution) together with network tie properties (i.e. strength of ties and betweenness centrality) improves firm performance. No influences were found for the interaction involving degree centrality and partner cooperativeness. We discuss implications and provide suggestions to further research.