Network strategies and effects in an interactive context |
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| Institution: | 1. Örebro University, School of Business, SE-701 82 Örebro, Sweden;2. Lund University, Department of Business Administration, Box 7080, SE-220 07 Lund, Sweden;3. National Cheng Kung University, Department of Business Administration, 70101 Tainan, Taiwan;1. Cardiff Business School, Cardiff University, Colum Drive, Cardiff CF10 3EU, United Kingdom;2. EDHEC Business School, 24 Avenue Gustave Delory, CS 50411, 59057 Roubaix Cedex 1, France;3. Lincoln Business School, University of Lincoln, Brayford Pool, Lincoln LN6 7TS, United Kingdom;1. University of Missouri – Kansas City, Henry W. Bloch School of Management, 5100 Rockhill Road, Kansas City, MO 64110–2499, USA;2. City University of Hong Kong, College of Business, 83 Tat Chee Avenue, Kowloon, Hong Kong, China;1. Department of Strategic Management, Nijmegen School of Management, Radboud University, P.O. Box 9108, 6500 HK Nijmegen, The Netherlands;2. Laboratory of Design, Production & Management, Faculty of Engineering Technology, University of Twente, P.O. Box 217, 7500 AE Enschede, The Netherlands |
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| Abstract: | This paper adopts the industrial marketing approach to investigate how companies strategize in networks, and to link network strategies to different effects. Based on a case study from the optical recording media industry, the paper finds five types of strategies: complementary, shared, copying, company-rooted, and challenging. Effects indicate how the focal company's strategies triggered reactions of various magnitudes and characteristics. Specifically, effects diverge from intentions among parties not considered in the strategy, and increasingly so the more confronting the strategy is. This implies that the kind of strategy matters for the effects. This paper contributes to the growing interest for strategizing in business networks through introducing a typology of network strategies and effects. |
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