臺大管理論叢 NTU Management Review VOL.30 NO.1

43 NTU Management Review Vol. 30 No. 1 Apr. 2020 Network deepening actions refer to actions which constantly strengthen relationships with existing ties and involve the exploitation of existing referrals to expand relationships. Thus, entrepreneurs who are involved in network deepening actions engage in interpersonal activities to maintain long-term relationships. Entrepreneurs applying this strategy frequently interact with existing ties to increase cohesion, which then facilitates the sharing of private information (Uzzi, 1996). Performing more network deepening actions involve more frequent interactions with existing contacts. Entrepreneurs create friendships through work-related interactions. Because relationships are based on trust and relational embedding, entrepreneurs involved in network deepening actions can easily access required resources from their current network ties (Vissa, 2011). The innovativeness of opportunities refers to the realization of new resources combinations and market requirements. An actor pursuing an opportunity can approximate the economic value it generates (Holmén et al., 2007). When entrepreneurs engage in network deepening actions, they obtain private information that is not easily accessible and facilitate innovation, thereby increasing the possibility of creating innovative opportunities. H2: Entrepreneurs who engage in more interpersonal network deepening actions are associated with greater innovativeness of opportunities. 2.4 Moderating Role of the Venture Stage Entrepreneurship is a dynamic and discontinuous process of change (Bygrave and Hofer, 1991); therefore, due to internal and external factors of continuous change, the resource demands of entrepreneurs vary according to their venture stage (Eckhardt and Shane, 2003; Newbert et al., 2013). Resource demands vary during entrepreneurial processes because of uncertain or unknown factors (Hofer and Bygrave, 1992). Hence, the network ties of entrepreneurs are critical channels for procuring required resources (Stam, Arzlanian, and Elfring, 2014; Sullivan and Ford, 2014). However, when the resource requirements of entrepreneurs vary, existing network ties may not be able to fulfill them; in such a case, entrepreneurs must employ diverse social networking actions to obtain the necessary resources and solve various problems encountered in different venture stages (Klyver and Terjesen, 2007; Newbert et al., 2013). Koberg, Uhlenbruck, and Sarason (1996) studies 326 high-tech enterprises in the United States and identifies the enterprise life cycle as a crucial moderating variable