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I believe this book accomplishes this task. This book looks at a range of interorganizational ties that generate network resources for participating firms. I began my research with an examination of the role of interorganizational strategic alliances as formative elements of network resources. In subsequent research, I discovered that the network resources that may shape a firm’s behavior and outcomes need not necessarily emanate from its prior alliance networks alone. I have expanded this view bit by bit.

Furthermore, I propose that firms accrue network resources from the interfirm networks in which they are located. These resources, in turn, influence the extent to which firms enter into new alliances. This chapter makes two distinct contributions to the research on strategic alliances and social networks. First, it expands the realm of the resourcebased perspective from resources within a firm’s boundaries to network resources that result from network membership and location. I previously defined network resources as sources of valuable information residing outside a firm’s boundaries that can influence strategic behavior by altering the opportunity set available.

In other words, this chapter explores how board interlock ties may both promote and discourage the creation of new alliances, depending on the behavioral content of the tie. As a result, there may be both advantages and disadvantages to embeddedness in social networks and their contribution to a firm’s accumulated network resources. Thus, in the light of this book’s larger discussion of how network resources impact alliances, this study shows how network resources are affected not only by the presence of network ties but also by the specific nature (positive or negative) of those ties.

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