Network configuration,customer centricity,and performance of open business models: A solution provider perspective

While research has shown a positive impact of open business models on value creation, it has remained silent on the configuration of the corresponding partner networks and their effect on performance. Studying three cases of solution providers which involve external service partners for solution delivery, we find that solution customer centricity – the degree to which the focal firm focuses on solution customers in the joint delivery of solutions – moderates the relationship between partner networks and open business model performance. For open business models with low solution customer centricity, a network configuration characterized by many weak ties to service partners leads to superior performance. Conversely, for open business models with high solution customer centricity, few but strong ties to partners lead to superior performance. Based on these findings, three ideal configurations of networks for open business models are derived: the controlled, the joint, and the supported model.     

Institutions and business networks: A comparative analysis of the Chinese, Russian, and West European markets

The paper analyses business networks originating from three markets: Chinese, Russian, and West European. So far, little attention has been given to the fact that business networks in particular markets may be dissimilar because of differences among institutions. The paper advances a model where institutions are assumed to influence five major characteristics of business; (1) the processual aspects of the network, (2) the structural aspects of the network, (3) the function of firms and relationships in the network, (4) the meaning of strategy and planning, and (5) social relationships in the context of inter-firm relationships. The analysis builds on three types of substances of institutions — cognitive, normative, and regulative, which in turn are specified according to different aspects. The cognitive substance of business networks is explored through the aspects of self, time, and causality. The normative substance is explored through the aspects of achieved versus ascribed status, inner versus outer direction, universalism versus particularism, and trust. The regulative substance is specified as an authority system and a sanction system. The analysis demonstrates that, as institutions differ in these three markets, the business among them also differs in terms of the five characteristics, and this variation calls for different strategies for firms operating in these markets.     

Push-button-autocracy in Tunisia: Analysing the role of Internet infrastructure,institutions and international markets in creating a Tunisian censorship regime

Internet censorship and control have been commonplace in Tunisia since the Internet became available to then public in 1996. It was not until the last days of the Jasmine revolution in January 2011 that the Tunisian government shut down the censorship regime, raising numerous questions about Internet censorship in Tunisia. This article will look at how former Tunisian president Ben Ali was able to shut down the Internet censorship regime within a matter of hours. In order to answer this question, it looks at the history of the Tunisian Internet and its Internet censorship regime, before analysing Internet architecture, Internet institutions, functional differentiation between elements of the regime and the role of international technology markets. Each of these factors contributes to the overall censorship regime and helps understand how former President Ben Ali was able to shutdown Internet censorship within a matter of hours. In conclusion, tracing the genesis of the Tunisian censorship regime may contribute to understanding the role of institutional, architectural and market-based factors in enabling other censorship regimes across the world.