Based on social network theory, this article investigates the distribution of networking roles and responsibilities in entrepreneurial founding teams. Its focus is on the team as a collection of individuals, thus allowing the research to address differences in networking patterns. It summarizes the results of two rounds of in-depth interviews carried out in 24 Danish new technology-based ventures over a period of two years and analyses the distribution of networking activity among founding team members. The article identifies six central networking activities and shows that not all founding team members are equally active ‘networkers’. The analyses identify that team members prioritize different networking activities and that one member in particular has extensive networking activities whereas other members of the team are more limited in their networking, while some even reject the notion of networking as a useful activity.
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