Learning: The interface of quality management and strategic alliances

In this paper, we investigate the practice of quality management in strategic alliances. By employing a relational view of inter-organizational competitive advantage, the paper addresses the concept of quality management in strategic alliances and networks. We argue that institutional/network relationships influence the practice of quality within a network. In that regard, firms that have adopted quality management practices are more effective in managing and coordinating their interactions with other firms in the network, which results in their enhanced learning capability within the alliance.The proposed framework recognizes the role of trust and cooperative learning as critical factors that affect the success of strategic alliances. It has been argued that firms within an alliance need to achieve the paradox of control and learning. We examine the role of trust as a control mechanism in strategic alliances and address the importance of cooperative learning within alliances. Several hypotheses have been proposed and future research has been outlined.     

A capabilities perspective on membership management in franchise networks

This study explores the membership management process in a franchise network. Via an in-depth case study of a German tire retail franchising network, we develop a four-stage process model of membership management in such a network, and find that the different membership management stages of selection, integration, stewardship and evaluation are based on a variety of underlying routines, such as bonding, embracing and assessing. We conceptualize the synergistic interplay of these routines as the franchise network's membership management capability, explaining how the franchisor effectively manages its diverse set of members over time. Our findings bridge research on franchising, and organizational as well as inter-organizational management capabilities, to contribute towards a more holistic understanding of how franchise networks, as collectives of organizations, are maintained and managed.     

Embedding of a new business as a cumulative process of combining different but complementary types of projects: The case of a project-based firm

Within the industrial network approach, new business formation is a cumulative process of relating the new business to the existing business network over time. This paper combines the literatures on industrial networks and projects (management) to explore the roles of two different types of (temporary) inter-organizational projects in the embedding process. The paper examines the embedding in a network of a new project-based firm that went from being a new entity to becoming capable of taking a stronger network position by using different types of projects as embedding tools. Embedding of the new firm in the business network required the combining of different but complementary types of projects to build a stronger network position. We find that (temporary) inter-organizational projects are tools for embedding the firm in a network of relationships. The inter-organizational projects can provide the firm with opportunities to both discover and develop not only its own resources but also the resources of others, leading it to change perceptions and principles on what resources are useful to access and who possesses those resources.     

Rise of strategic nets — New modes of value creation

This paper focuses on the type and management of intentionally created business networks called nets. Nets are extensively being used to achieve a variety of benefits over those of a single firm or market transaction. We propose that the effective management of different types of business net is dependent on their underlying value creation logic. Based on this notion a value creation framework of three generic net types - ‘current business nets’, ‘business renewal nets’, and ‘emerging new business nets’ - is suggested. We argue that they pose widely different conditions and requirements for net management. The management mechanisms of these basic net types are then identified and discussed. We contend that the proposed contingency framework captures the complexity and variety of the expanding strategic business nets in a more valid way than the extant classifications of network organizations. The paper contributes to the emerging theory of network management.     

Managing strategic system-building networks in emerging business fields: A case study of the Dutch smart grid sector

Companies that wish to launch innovative sustainability technologies can collaborate in strategic networks of actors from industry, government and research institutes to pro-actively build a business ecosystem around their new technology. This is called collective system building. In this paper, we examine how to effectively manage networks for collective system building. Based on a review of the literature, we identify the key factors of effective network management and we propose a conceptual framework for network management at the network level. Subsequently, we conduct a multiple-case study in the Dutch smart grid sector to examine how these key factors are implemented by system-building networks. We find differences with the existing network management literature regarding network composition, network management structure, governance modes, decision-making processes, project management, the free-rider problem and trust-building mechanisms. Our study contributes to a better understanding of effective management of system-building networks, which in turn can lead to greater success in establishing new business fields. We contribute to the literature on strategic business networks, specifically on emerging business networks building new business fields.     

跨组织资源与企业合作:基于关系的视角

本文针对企业资产专用性风险与垂直一体化分解之间的矛盾，提出应当用跨组织资源来探讨企业之间合作的本质。这种资源依赖于企业合作中的网络关系．并随着关系的不同而体现出不同的性质。基于跨组织资源，我们对企业合作中的个体行为与群体行为进行了分析。本文认为，跨组织资源化解了资产专用性风险与一体化分解之间的矛盾．并推动了企业间合作的实现。本文提出，跨组织资源是在特定的机制与环境中创造租金的，同时对组织环境也产生着重要的影响．因而跨组织资源与其所嵌入的企业合作网络之间是一种互构的关系。     

On strategic networks

In parallel with a theoretical acceptance of the importance of the laws of competition to formulate strategy, the realization is growing that cooperative behavior among firms is at the root of many success stories in today's management. This situation calls for an effort to develop a theoretical framework to study both aspects of firm behavior (cooperative and competitive) as compatible, complementary aspects of a unique reality. Indeed, the cooperative relationships of a firm can be the source of its competitive strength. This paper develops the concept of strategic network, as a tool to understand those cooperative relationships and their role in the strategy of the firm. There are three main tasks of the paper: first, to show that strategic networks are but a ‘mode of organization’; second, to study the economic conditions of existence of a network; finally, to analyze the conditions of existence of a network from the point of view of its internal consistency. In a final section some of the most obvious strategic implications of the framework are outlined.     

Networks for the commercialization of innovations: A review of how divergent network actors contribute

Successful commercialization is of great importance to innovative firms, and the recent literature has increasingly acknowledged that networks make a contribution not only to research and development but also to commercialization. However, research on networks facilitating the commercialization of innovations is scattered across divergent disciplines. A single company is rarely capable of generating successful diffusion in the commercialization of an innovation; success often requires cooperation between individual actors and organizations, and support from stakeholders. Consequently, the network aspect of commercialization is crucial. The aim of this study is thus to integrate the knowledge on how current research and business has employed the network approach in commercialization, and how contributors external to the innovator firm can facilitate the commercialization of innovations. On the basis of an extensive metatheoretical literature review and a qualitative and quantitative content analysis on articles linking networks explicitly to commercialization, this study produces a conceptual synthesis on network actors' contribution potential to commercialization. The analysis identified divergent network approaches to commercialization and gathered extant knowledge on “commercialization networks” from the multidisciplinary literature of innovation management, marketing, management, technology, entrepreneurship, and other relevant disciplines. Networks for commercialization have been linked to divergent network approaches, such as industrial networks, social networks, strategic networks, and entrepreneurship networks. According to the findings, customers and users, distributors, complementaries, suppliers, investors, associations, public organizations, and policy makers and regulators can support commercialization by performing practical commercialization tasks, facilitating innovation adoption/diffusion and creating markets. We also identified four modes of contribution. In terms of methods, qualitative research dominates current examinations on the topic while longitudinal research and investigations from multiple network actors' perspectives are almost absent. The results also indicate a need to develop coherent conceptualizations and accumulate knowledge that would strengthen the theoretical basis of the research. A pivotal contribution of this article is that it is the first to generate an integrative framework and a research agenda on networks for commercialization — a theme that is emergent, multifaceted, and crucial to innovative companies.     

Conceptualizing inter-organizational triads

Interest in triads and triadic research settings for the study of inter-organizational issues is growing. A literature review of inter-organizational studies, claiming a use of triadic research design, shows that the terms “triad” and “triadic” have been used to describe many different types of inter-organizational phenomena. However, not all studies involving a context of three actors are actually examining triads. This paper offers a robust definition of three-actor constellations qualifying as triads. Moreover, it elaborates on different types of inter-organizational triads, based on two aspects of collectivity; cohesion and the ability to act as a single entity. The definition of inter-organizational triads and the categorization of different types of triads will hopefully encourage further studies of triads; the smallest and simplest network which offers insights, which cannot be achieved in the study of single actors or dyads.     

Exploiting knowledge across networks through reputation management

The emerging paradigm of network competition is increasingly in evidence across many industrial sectors and provides further support for the idea that ‘supply chains compete, not companies’. It can be argued that network competition requires a much greater focus on managing the interfaces that connect the individual players in that network and exchanging and leveraging knowledge across the network. This paper sets out to establish a framework whereby the critical interfaces and the knowledge sharing benefits can be identified and how the strength of the relationships at those interfaces can become the basis for building organisational reputation and create an environment more conducive to co-operation and knowledge sharing. Finally, the paper analyses the potential impact of reputational risks in influencing the perception of stakeholders about the organisation.Whilst the idea of value-adding networks based on closely connected providers of capabilities and resources is appealing, it should be recognised that, if not properly managed, the actions of the stakeholders in those networks can impact the risk profile of the business significantly—particularly reputational risk. The more that organisations become part of complex global networks, the more dependent they become upon the other network members for knowledge and other resources. Because of this dependency there is always the danger that the reputation of the focal firm can be damaged by the actions of other network members, hence reducing the likelihood of future collaborative working and knowledge exploitation.Using examples drawn from a variety of industries, the paper highlights the potential for reputational risk if the critical network interfaces are not closely managed. It will be argued that by actively managing relationships with stakeholders in the network the risk to the organisation's reputation can be mitigated and the sharing of knowledge simultaneously enhanced.     

Studying processes in and around networks

The industrial marketing literature on business networks has drawn attention to the importance and yet the complexities of managing in a context of fluid and dynamic inter-organizational relationships. This context also poses significant challenges to researchers who wish to better understand the evolution of networks and the processes occurring in and around them in order to generate valuable theoretical insight and actionable knowledge for practitioners. After reviewing the nature of process research, this paper considers the key methodological choices and tradeoffs faced by process researchers interested in studying network dynamics. These choices and tradeoffs are illustrated by drawing on a series of exemplary process studies of networks derived from the entrepreneurship, strategic management, organization theory and industrial marketing literatures. The paper concludes by proposing that future studies might benefit from focusing on key network transformations and from mobilizing programmatic investments.     

Picture this: Managed change and resistance in business network settings

This paper discusses change management in networks. The literature on business networks tends to downplay the role of managerial initiative in network change. The change management literature addresses such initiative, but with its single-firm perspective it overlooks the interdependence of network actors. In exploring the void between these two streams of literature, we deploy the concept of network pictures to discuss managed change in network settings. We analyze a change project from the furniture industry and address the consequences of attempting to manage change activities in a network context characterized by limited managerial authority over these activities. Our analysis suggests that change efforts unfold as a negotiated process during which the change project is re-negotiated to fit the multiple actor constituencies. The degree of overlap in the co-existing network pictures of the involved actors is found to be decisive for the possibility of successfully implementing network change.     

网络参与者的租金来源与实现途径

网络合作虽然可以产生协同协应,但并非所有参与者都能够从中获取均等收益。本文从网络参与者的角度分析了其从网络合作中的获益,认为参与者的租金主要来源于共有租金和私有租金两个方面,具体细分为可占用的共有租金、内部准租金和溢入租金净值三种类型。这三类租金的实现与参与者所拥有的资源基础和资源属性密切相关,可占用的共有租金是网络参与者通过资源交换、联合、共享而创造的共有租金在不同参与者之间分配的结果;内部准租金和溢入租金净值是参与者的私有资源(或非共享资源)产生的独有的、不与其他参与者分享的私有租金,私有租金的实现也与网络合作密不可分。     

Managing innovation networks: Exploratory evidence from ICT, biotechnology and nanotechnology networks

This study examines the management of innovation networks which has enjoyed increased recognition in the marketing literature due to its growing prominence and relevance. By testing a causal model relating network factors to outcomes, the study contributes to theory development on managing innovation at the net level of analysis. Consequently, it contributes to the respective marketing literatures on new product development, open innovation, industrial marketing and its emerging network management sub-stream. It also offers a methodological contribution as respondents include key players from businesses, government agencies, research organizations and universities rather than from only one focal organization as studies in extant literature have predominantly done. Findings are based on 219 responses from Australian high technology networks, namely, information and communications technology and biotechnology/nanotechnology. The study offers valuable implications for marketing managers involved in new product development and innovation concerning strategies for managing their inter-organizational innovation initiatives effectively.     

Platforms in service-driven manufacturing: Leveraging complexity by connecting,sharing, and integrating

Service-driven manufacturing firms often rely on networks in service operations; however, in order to leverage the network approach, firms must address the challenges of managing and orchestrating complex inter-organizational relationships. In this study, we identify how companies aim to leverage network-related complexity in their operations instead of trying to reduce complexity. We show how platform approaches have been used and could be used in this setting to assist in the flexible externalizing of resources and capabilities, and to provide structure for network orchestration. Although limited to the case-study setting, this study provides a rationale for using platform approaches in a service-driven manufacturing context, demonstrating how all of the identified logics have a special role in value creation in service networks.     

A bibliometric analysis of extended key account management literature

Key account management (KAM) has played an important role in business, and this study reviews key account management research using bibliometric techniques. This review includes 373 KAM relevant articles published in 68 journals between 1979 and 2016. In our analysis, we extend the discussion on KAM literature by highlighting areas such as the roles of technology and conflict as well as relationship planning and implementation. We discuss the value of co-creation, inter-organizational design elements, and dyad-level performance measures. We examine five distinctive time-periods and find that KAM relevant literature has progressed 1) from selling and relationship-building approaches to key network management, 2) from network innovation to governance, 3) from network-level performance to co-creation of business solutions and values, 4) from product and service performance to incorporating sustainability. Finally, we present the fifth transition based on a network-view of KAM and identify future research aimed at integrating areas such as network-based orientation, applications of organizational theories, organizational innovativeness, network competence for optimal structure and processes, network-based KAM teams, value-sharing mechanisms, co-created value measurement, and value sustenance within networks. We identify areas of future research and expect the adoption and application of key account management concepts to grow across multiple disciplinary fields.     

An activities-based approach to network management: An explorative study

Over the last few decades, the industrial marketing literature and the business network literature have promoted a holistic approach to marketing and provided a framework for understanding interorganizational networks. However, our understanding of how interorganizational networks govern themselves when developing innovations is still limited. Most network management literature does not focus on the activities employed by network actors and/or does not recognize that there may be different modes of network management. This study explores how, why and in which combination network management activities are employed in a network and in doing so proposes a new conceptualization of network management. Using primary and secondary data pertaining to eleven innovation projects, this study reveals how network management consists of combinations of (rather than individual) management activities undertaken to manage a network. This study identifies three distinct modes of network management: basically coordinated, control-oriented and reward-oriented. Moreover, this study proposes that network actors try to match the management mode to their prevailing mental model as well as the type of network (e.g. in terms of project innovativeness).     

Network board continuity and effectiveness of open innovation in Swedish strategic small-firm networks

Increasing adoption of open innovation as an alternative route to research and development necessitates the development of new ways to organize innovation, as well as reassessment of existing ways. Much like traditional corporations that subscribe to the closed innovation paradigm, novel organizational arrangements targeting open innovation, such as small-firm networks, employ boards to effectively manage joint research-and-development activities. These boards are similar yet different from traditional corporate boards; as such, they may have different requirements for proper functioning. We use 5-year longitudinal data on 53 Swedish strategic small-firm networks to investigate how the boards should be organized to help improve the innovative status of network participants. We expand the set of tools available for effective organization of the boards' operations and emphasize the effects of network board continuity (rates of renewal) on network members' innovative performance. We argue that the relationship is curvilinear (U-shaped) and demonstrate that it is more pronounced in larger networks.     

Effects of alliances,time, and network cohesion on the initiation of foreign sales by new ventures

In this study, we seek to advance the network perspective on new venture internationalization by examining the role of networks in accelerating new venture sales into foreign markets. We propose that knowledge derived from ventures' technology and marketing alliances increases the likelihood that new ventures begin exploiting opportunities in international markets. We also argue that the extent to which the networks open the venture to new knowledge or constrain it to knowledge already shared among the partners will influence the initiation of foreign sales by a venture. Using a longitudinal dataset of 118 ventures in the U.S. biotechnology industry, we confirm that different types of alliances (and, therefore, different types of knowledge—technology and marketing knowledge) differentially impact the likelihood of new venture internationalization. Moreover, network cohesion among venture alliances increases the likelihood that marketing alliances will promote initial foreign market sales, but decreases the likelihood that technology alliances will do so. Our research is a timely response to a call for the study of interactive effects among network structure, complex tasks, and time, and it provides a possible explanation for certain unexpected findings in studies that did not consider the effects of time. Copyright © 2010 John Wiley & Sons, Ltd.