Few researchers have examined empirically the dynamics of human–non-human networking and its importance for strategic outcomes, particularly in the field of entrepreneurship. In this paper, we use Actor-Network Theory to observe and investigate the role of materially heterogeneous entities in the entrepreneurial network. Building on the results of a four-year, multi-case study, this paper describes how an entrepreneurial network, beyond its social nature, is also a socio-material constellation. The symmetric treatment of human and non-human actors enables us to move away from the figure of the heroic entrepreneur. Our findings reveal various roles that the heterogeneity of actor-networks can play in the entrepreneurial process. We see on the one hand their power to attract and recruit new allies when they are aligned with the entrepreneur’s vision, and on the other their ability to repel and block the new venture creation process when they fail to effectively translate what the entrepreneur has in mind.

Introduction

Networking has been identified as a critical entrepreneurial behavior (Reynolds, 1997) that can help explain why certain individuals succeed or fail in creating new organizations (Honig, Davidsson, & Karlsson, 2005). More recently, it has been asserted that an entrepreneur’s network can relate to the development, but not necessarily the success, of the venture (Tello, Yang, & Latham, 2012). Either way, the facilitation and support of effective networking activities is one of the most valuable ways to nurture businesses and is particularly important for nascent entrepreneurs due to the idiosyncrasy of their initial needs (Davidsson & Honig, 2003). For those in the early stages of business start-up, networks are not just about forming strategic alliances—ensuring access to necessary skills, expertise and resources—but also about being aware of business opportunities, raising the profile of the new venture, and positioning it appropriately to be able to influence future sector developments (Karatas-Ozkan & Chell, 2010). Furthering our understanding of nascent entrepreneurs’ networks and learning how best to facilitate them represents an important activity for future entrepreneurship research (Davidsson & Honig, 2003). A recent interesting development in network research is the growing number of scholars who acknowledge the “inherent inseparability” of the social and material aspects of organizational work (Orlikowski, 2007). This notion is becoming more prevalent in management research (La Rocca, Hoholma, & Mørket, 2016). However, few researchers have examined empirically the material/social networking dynamic in the field of entrepreneurship.