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In this paper we contend that there is little idiographic empirical research that considers the issue of deliberate networking action in full-faced network contexts. We address the issue through the use of strategic initiatives as...
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In this paper we contend that there is little idiographic empirical research that considers the issue of deliberate networking action in full-faced network contexts. We address the issue through the use of strategic initiatives as a form of deliberate networking action. IMP research argues the ability of an organisation to manage in a network context that involves the pull of the network and the action of the individual organisation (Hakansson & Ford 2002; Moller & Halinen 1999; Moller & Svahn 2003; Ritter, Wilkinson & Johnston, 2004; Zolkiewski 2007). Yet the paradox logic reminds us that a firm still needs to act, to try and control and influence, to suggest ideas and initiatives, to set limits and to seek opportunities. Strategic initiatives allow for conscious strategising at the same time as ongoing adaptations in activities and resources occur. Based on two complementary case studies we suggest five approaches for deliberate strategising in full-faced network contexts. These are i) strategising based on network pictures in the absence of direct interaction, ii) strategising in the presence of a network audience, iii) strategising among deliberate equals, iv) strategising among imaginative equals, and v) strategising as open and absorptive bystander. The five approaches can be used separately or in combination.
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This paper explores the potential complementarity between conventional strategic planning and non-traditional approaches such as strategic doing. Traditional strategic planning models focus on the challenge of developing a strateg...
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This paper explores the potential complementarity between conventional strategic planning and non-traditional approaches such as strategic doing. Traditional strategic planning models focus on the challenge of developing a strategy for a single hierarchical organisation operating in a relatively stable environment, but leaders today are confronted with networks and increasing volatility. Strategic planning focuses on a technical, rational, and linear approach to problem solving. In contrast, strategic doing invokes a multifaceted, recursive process of thinking and solving complex problems. It focuses on generating new opportunities from recombining accessible assets, many of which involve knowledge embedded in hidden networks. A flexible approach like strategic doing can augment traditional approaches to strategic planning by focusing on a chronic problem, strategy execution.
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Social psychology studies the "common enemy effect", the phenomenon that members of a group work together when they face an opponent, although they otherwise have little in common. An interesting scenario is the formation of an in...
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Social psychology studies the "common enemy effect", the phenomenon that members of a group work together when they face an opponent, although they otherwise have little in common. An interesting scenario is the formation of an information network where group members individually sponsor costly links. Suppose that ceteris paribus, an outsider appears who aims to disrupt the information flow within the network by deleting some of the links. The question is how the group responds to this common enemy. We address this question for the homogeneous connections model of strategic network formation, with two-way flow of information and without information decay. For sufficiently low linkage costs, the external threat can lead to a more connected network, a positive common enemy effect. For very high but not prohibitively high linkage costs, the equilibrium network can be minimally connected and efficient in the absence of the external threat whereas it is always empty and inefficient in the presence of the external threat, a negative common enemy effect. For intermediate linkage costs, both connected networks and the empty network are Nash for certain cost ranges. (C) 2019 Elsevier B.V. All rights reserved.
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This paper seeks to examine the strategic patterns in the development of network capability in new ventures. Every firm needs to build on their internal resources to survive and grow. In this respect, network capability developmen...
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This paper seeks to examine the strategic patterns in the development of network capability in new ventures. Every firm needs to build on their internal resources to survive and grow. In this respect, network capability development is important for new ventures to acquire and mobilize external resources and engage in interactive networked activities. Strategizing and new venture contexts are relatively new streams of research for the Industrial Marketing & Purchasing (IMP) group. Based on a longitudinal case study of two new ventures, our findings add to this largely emerging field suggesting that there are two viable pathways for strategizing for network capability development, emergent and deliberate. Further, the cases demonstrate nine patterns evident in the two strategy-making processes. Our paper adds to the growing body of literature that places interaction, relationships, and networks at the heart of strategy making and provides important insights for new ventures, which may lead to earlier and greater success for the firms.
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This conceptual paper focuses on the management challenges of different types of strategic business nets. First, we propose a valuesystem continuum that forms the basis for classifying different types of strategic nets. Then, a cl...
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This conceptual paper focuses on the management challenges of different types of strategic business nets. First, we propose a valuesystem continuum that forms the basis for classifying different types of strategic nets. Then, a classification of these nets is suggested and discussed with illustrative examples. This is followed by identification and analysis of the core managerial questions and capabilities required in management in strategic nets. A discussion of the theoretical and managerial implications, and of future research needs, concludes the paper.
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This paper introudces the imporant role of networks of interfirm ties in examining fundamental issues in strategy research. Prior research has primarily viewed firms as autojnomous entities striving for competitive advantage from ...
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This paper introudces the imporant role of networks of interfirm ties in examining fundamental issues in strategy research. Prior research has primarily viewed firms as autojnomous entities striving for competitive advantage from either external industry sources or from internal resources and capabilties. However, the networks of relationships in which firms are embedded profoundly infleunce their conduct and performance. We identify ive key areas of straegy research in which there is potential for incorporating strategic networks: (1) industry structure, (2) positioning within an industry, (3) inimitable firm resources and capabilities, (4) contracting and coordination costs, and (5) dynamic network constraints and benefits. For each of these issues, the paper outlines some important insights that results from consdiering the role of strategic networks.
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We study the effect of a common enemy on the connections-model of network formation, where self-interested players can use links to build a network, knowing that they face a common enemy who can disrupt the links or nodes of the n...
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We study the effect of a common enemy on the connections-model of network formation, where self-interested players can use links to build a network, knowing that they face a common enemy who can disrupt the links or nodes of the network. The goal of the common enemy is to minimize the sum of the benefits players obtain from the network. We find that for large linking costs, introducing such a common enemy can lead to the formation of pairwise stable and efficient networks which would not be pairwise stable without the threat of disruption. The reason is the large reduction in payoffs caused by disruption as soon as one player fails to maintain a link. However, we also find that for small linking costs, the empty network is pairwise stable under disruption, whereas it is not in the absence of disruption. The reason is that in the presence of disruption a link that is unilaterally formed is automatically targeted (or one of the players forming the link is automatically targeted). While the common enemy can thus have a positive effect on the incentives of the players to form an efficient network, it can also lead to the disintegration of the network.
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Purpose - This paper aims to examine how the characteristics of CEOs' social networks, such as the size of the network and the strength of the ties, influence strategic flexibility from a strategic orientation perspective. Externa...
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Purpose - This paper aims to examine how the characteristics of CEOs' social networks, such as the size of the network and the strength of the ties, influence strategic flexibility from a strategic orientation perspective. External social networks can affect strategic flexibility positively. Different orientations could have repercussions for the relationship between external social networks and strategic flexibility. Design/methodology/approach - The data came from surveys completed by the managers of 188 Spanish firms. The methodology used was regression analysis. Findings - The authors observe that external social networks affect strategic flexibility positively, more strongly when the networks are greater in size. The sample was classified into three groups: conservative, intermediate and entrepreneurship firms. The authors find that other effects vary according to the kind of strategic orientation in the organization. Both findings support and extend social capital and network theory and flexibility literature. Research limitations/implications - The interviews were held with Spanish CEOs, and the character of the research was cross-sectional. This could have implications for the generalizability of the findings. Originality/value - The authors' results extend previous research not only by highlighting the importance of CEOs' social networks in driving strategic flexibility but also by indicating how different strategic orientations either enhance or inhibit this relationship.
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The Strategic Planning for a new Network for Heterocyclic Chemistry among Countries of the Mediterranean Sea Area, including Europe and North Africa is an umbrella project that seeks to establish a network in the Mediterranean Are...
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The Strategic Planning for a new Network for Heterocyclic Chemistry among Countries of the Mediterranean Sea Area, including Europe and North Africa is an umbrella project that seeks to establish a network in the Mediterranean Area. The program is designed to create world-class research hubs in selected fields within the countries of the region while fostering the next generation of leading researchers by establishing sustainable collaborative relations among research/ education institutions in countries such as Spain, Portugal, France, Italy, Slovenia, Croatia, Albania, Greece, Bulgaria, Romania, Georgia, Russia, Cyprus, Turkey, Egypt, Jordan, Tunisia, Algeria, and Morocco. Under this program, core institutions will collaborate in cutting-edge fields of research and on research topics deemed to be of high international importance. The core institutions in the various countries will conduct exchanges based on a principle of equal partnership in the form of joint research, scientific meetings, and researcher exchanges. It is anticipated that the hubs formed by the core institutions will continue to carry out research activities after the funded project has ended. The scope of the project on heterocyclic chemistry includes, but is not limited to, the core areas of heterocyclic chemistry, organic synthesis methodology, and total synthesis of natural products. Research in green chemistry, bioorganic chemistry, medicinal chemistry, pharmacochemistry, structural and materials sciences, and environmental chemistry, as well as the applications of these fields to ultimately benefit the society and economy of the Mediterranean Sea Area, are also encouraged.
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Clusters are perceived as a factor that increases the international competitiveness of firms that are part of the cluster. Therefore the mechanisms leading to the development of clusters and the effects of clusters on firm competi...
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Clusters are perceived as a factor that increases the international competitiveness of firms that are part of the cluster. Therefore the mechanisms leading to the development of clusters and the effects of clusters on firm competitiveness should be a central issue for international entrepreneurship. The central research questions in this study are: Are there alternative development models for clusters? If so, what does this mean for the competitiveness of clusters and the advantages and disadvantages accruing to the firms in the cluster? To explore these research questions, we conducted a case study investigating a French high-tech cluster. Our case study provides a very different explanation for the competitiveness of clusters and firms than those generally found in the literature. Performance within clusters is highly distributed. These performance differences are a necessary precondition for cluster development. For firms, however, regional competitiveness is the precondition for international competitiveness: firms need to develop a strong position in the regional network in the first place.
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