In the paper, we show that the more innovative firms tend to occupy a central position in their knowledge networks, as the result a deliberate strategy. Therefore, causality runs from the innovative nature of the actor to its positioning, and not the other way round. Of course, feedback and cumulative effects may occur. But the main point here is that there is a deliberate will to occupy and stand in particular positions, which are considered as more favourable. The study draws on data collected on a sample of firms from the software for telecommunications sector in Portugal.

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innovation strategies; knowledge networks; software industry; network positioning