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Index

No Business is an Island

ISBN: 978-1-78714-550-4, eISBN: 978-1-78714-549-8

Publication date: 17 August 2017

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Citation

(2017), "Index", Håkansson, H. and Snehota, I. (Ed.) No Business is an Island, Emerald Publishing Limited, Bingley, pp. 327-335. https://doi.org/10.1108/978-1-78714-549-820171018

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:

Emerald Publishing Limited

Copyright © 2017 Emerald Publishing Limited

INDEX

ABB Robotics
, 54

Academic theories
, 114

Accounting systems, defining
, 65

Acknowledging
, 36

Actionable knowledge
, 44

Activated resources
, 49

Activities-Resources-Actors (ARA)
, 255

actor dimension of
, 221

model
, 219, 225, 237, 239, 240, 242, 261, 264, 267, 268, 272

Adaptation
, 107, 108, 110, 119, 120

ARA. See Activities-Resources-Actors (ARA)

Arm’s-length relationships
, 78

ARPANET
, 175

Asset
, 12
B2B operations
, 194

B2G operations
, 194

Bill of Material (BOM) purchases
, 69

Biotech start-up company
, 52

Biotech valley
, 113

Bofors network’s relationship
, 165

Borderless nature of innovation activity
, 137

Boundaries, central features of
, 224

Boundary issues
, 215

Boundary setting
, 214, 215

characteristics
, 225–226

methodological reflections
, 216–219

two archetypes of
, 223–225

Business critical technologies
, 230

Business deals
, 65

Business-defined resources
, 95

Business interactions
, 33, 37, 39

innovations, outcomes of
, 107–109

Business management
, 29

Business networks
, 11, 35, 88, 89, 90, 91, 92, 102, 145, 214, 218, 219, 280

boundary setting, characteristics of
, 225–226

interactivity

behind interaction
, 279–281

behind interactivity
, 282–284

dimension in economic development
, 285–287

economies
, 275–279

importance of interaction
, 277–279

interactivity uses
, 284–285

strategising and economising
, 221–226

task of management
, 30–34

two archetypes of boundary settings
, 223–225

understanding setting/moving boundaries
, 223

value of resources
, 32

Business/non-business partners
, 95

Business relationships
, 9, 254, 257

interaction processes
, 266–270, 277

Business skills
, 39

Business textbooks
, 29

Business ventures
, 98, 100

Business World. See World of Business

Buyer prescribes
, 78

Buying firms
, 79

Buying organisations
, 71, 73, 78, 82, 85
Calculations
, 64

Capabilities
, 43–45

Captive governance modes
, 188, 192–193

Captive mode
, 193

Capturing interacted values
, 62–66

Car in use
, 3–4

Case studies
, 203, 207, 212

Catch
, 22, 96

Category management
, 192

Category sourcing models
, 74

Central business process
, 13

Channels
, 230

China’s market socialism
, 169

Chinese community
, 130

Chinese government
, 124

Chinese ownership
, 130

Cluster diamond model
, 127

Co-creation processes
, 57

Collaboration
, 67, 68, 72, 75, 77, 84

Collective condition
, 279, 280, 281, 282

Company’s customer network
, 171

Compensation
, 60

Complementary activities
, 240

Conflict
, 245

Confronting
, 100

Constellation of resources
, 261

Contemporary cohesion policy attributes
, 139

Continuous business relationships
, 200

Continuous buyer supplier
, 202

Co-opetition
, 42

Coping
, 99, 221

Corruption
, 174

Cost-benefit consequences
, 91

Cost management practices
, 53

Costs before revenues
, 279

Creating value
, 30

Criticism
, 183

Customer interface
, 99

Customer valuation
, 53

creation
, 71

importance of
, 48

systematic models
, 49
DAN-Technology (DANT)
, 236

Deal structures
, 58

Designed financial structure
, 171

Developing business relationships
, 29, 30, 34

Developing initial relationships
, 92

Developing setting
, 91

Diffused interdependencies
, 90

Distributed policy-making
, 118

DNA analysis technology
, 265

Dynamics of interaction
, 113

Dynamics underpinning innovation
, 110
Economic policy
, 14–22

Economic research
, 14–22

challenge for
, 23–25

Economics of interaction
, 278

Economic structures
, 13

Economic substance
, 10

Economic value
, 2

Economic venture
, 158

Economists
, 276

Educational concerns
, 187

Electronic manufacturing service (EMS)
, 171

Empiricist Research
, 198

Entrepreneurship studies
, 88

Environmental concerns
, 187

European Commission (EC)
, 124

European Union (EU)
, 142

EU Cohesion Policy
, 126

regulatory activity
, 110

Exchange and sharing of information
, 56
Financial gains

and losses
, 50

Financial instruments
, 115

Financial structure, design of
, 165

Firm-centric perspective

borderless nature of innovation activity
, 138

borders of place
, 131–132

empirical findings of place
, 129–134

heterogeneity of place
, 130–131

heterogeneity of regions
, 136, 138

notes to future policy
, 138–139

notes to future research
, 137–138

place and economic activity
, 136–139

region-centric
, 134–136

relatedness of places
, 133–134, 138

Firms’ abilities
, 137

Fish produced, in Norway
, 6

Five modes for supply-chain governance
, 180

Ford
, 223, 224

4R model
, 205, 243

Framing
, 102

Friction
, 109

Fund, regional development
, 126
Gadde’s work
, 223

Galison’s analysis
, 210, 211

Galison’s distinction
, 198

General Electric
, 223, 224

Geographical territories
, 119

German market
, 245

Globalization
, 198, 206
Hand-to-mouth
, 71

Heterogeneity
, 191

of regions
, 136, 138

Homogeneity
, 191

Homogeneous product markets
, 7

Hygiene companies
, 167
IKEA’s Lack Table
, 4

IKEA’s supply network
, 51

Image-based approach
, 21

Image-based methodology (IMP)
, 3, 48, 207, 209, 258

community
, 3, 240

conference
, 3

firm-centric IMP research
, 129

group
, 2

influenced research
, 125

network analysis
, 218

research
, 11, 120

ambition of
, 7

stream, development of
, 2–3

setting
, 12

Image distortion
, 197–198

IMP. See Image-based methodology (IMP); Industrial Marketing and Purchasing (IMP)

Indirect relationships
, 161

Industrial districts, Italian phenomenon of
, 143

Industrial Marketing and Purchasing (IMP)
, 106, 141, 157, 158, 159, 177, 214

boundary issue
, 214

intentionality, intentional actors and networks
, 219–221

interactive business world, making sense of
, 289

Journal
, 295–297

political actor
, 144

regional policies
, 143

scholars view markets
, 142

Industrial network literature
, 107

Industrial practice

policymaking, interaction
, 117–120

Influencing
, 150

Initial business relationships

acquiring a face
, 92–94

allocating resources in starting up
, 94–95

challenge of relating-developing
, 91

gaining a friend
, 92–94

jointly developing solutions
, 91–92

Innovations
, 72, 75, 84

development
, 175

public purchasing creating
, 186

networks
, 113

outcomes of business interactions
, 107–109

policy
, 105–121

academic entrepreneurship
, 111–112

actors
, 110–111

critiques of
, 110

instruments
, 114

markets
, 110–111

processes
, 117

systems of innovation (SI) approach
, 113

unexpected effects of
, 114–117

processes
, 107

Innovative clusters
, 126

Interactions
, 13, 142, 143, 146, 147, 149

business landscape

boundary issues
, 215

model
, 205, 254

Interactive business landscape

challenges of establishing a new business
, 89–91

new business venture managing
, 99–102

Interactive business world
, 13, 14, 22, 197

approaching
, 201–207

challenge
, 198–201

image and logic
, 207–211

image-based methodologies
, 208–210

image distortion
, 197–198

logic-based methodologies
, 210–211

Interactive interfaces
, 80, 84

Interactivity
, 280

Interdependencies
, 33, 41, 235, 241

actor interaction
, 244–246

coping with
, 249–250

degree of interactivity
, 283

double-sided nature of
, 248–249

in IMP research
, 237–239

integration of activities
, 239–241

interplay between activity integration and resource interfaces
, 246–247

resource interfaces
, 241–243

significance of
, 235–237

specialisation and concerns
, 283

Interdependent relationships, network-like structure of
, 260–265

challenge of researching
, 261–263

dynamics
, 265

interrelatedness
, 263–264

Interface
, 68–69, 74, 75, 77, 81–85

interactive
, 77

specified
, 77

standardised
, 77

supplier
, 78–81

translation
, 77

Internal rate of return (IRR) calculations
, 54

Inter-organizational business
, 10

relationships

capturing, complex content
, 257–258

challenge of change
, 258–260

continuity in
, 255–260

two sidedness, challenge of
, 256–257

Interviews, multiple
, 268

Investing
, 151

Investments
, 106

Italian SMEs
, 145
Joint solutions
, 279

Joint value creation
, 51, 52

Just-in-time
, 71
KDC
, 255

Known risks
, 118
Learning
, 117

oriented policymaking practices
, 117

processes
, 108

Liability
, 12

Limited control
, 12

Locomotives
, 113

Logic-based methodologies
, 208

Galison’s distinction
, 210

Longitudinal research design approach
, 270

Long-term financial consequences
, 64

Lump sum payments
, 59
Make or Buy decision
, 181

Making-or-buying choice models
, 154

Management
, 14–22, 101

accounting
, 50

challenge for
, 23–25

continuing process of interaction
, 37–38

implications for
, 15–18

integrative function in solution development
, 39–40

interaction lens-living with dualities
, 41–43

practice of
, 35

sense-making for business
, 35–37

skills
, 28, 33, 43–45

Managerial action
, 10, 30, 34

Managerial decisions
, 43

Managerial interventions
, 38

Managers
, 250

ability
, 16

Managing
, 32, 41

Market exchange interaction
, 142

Market governance mode
, 191, 194

Material investments
, 158

Material resource dimension
, 93

Mauritius Free Port
, 133

Mauritius’ involvement
, 133

Meaningful policies
, 135

Measured action
, 118

Measurements
, 56, 64

Medical treatment
, 5

Mental linkages
, 217

Meta-actor
, 228

Methodological approaches
, 200, 201, 203, 207

Methodological challenges
, 272

Methodological reflections
, 216–219

Ministry of Defence
, 170

Modular governance modes
, 188, 192–193

Mölnlycke’s R&D unit
, 167

Monetary dimension
, 50

Multinational corporations
, 119

Municipalities
, 145

Mutuality
, 278
Neoliberal economic
, 169

Network actors
, 226–231

collective dimension of setting boundaries
, 230

extending conceptions of boundaries
, 226–231

intentional constellations of actors/networks
, 228–229

multi-dimensional conception of boundaries
, 230–231

strategising by setting, widening or narrowing boundaries
, 227–228

Network design
, 159, 160, 162, 163, 165, 166, 169

Network dynamics
, 265

Networking
, 91, 95, 99, 100, 101, 102, 220

Networking challenges

cope with multiple relationships
, 95–99

implications of relating
, 99–102

multiple actors/different logics
, 95–97

new venture

multiple identities
, 98

organising
, 98–99

Network-like structure
, 33, 263

Network of interdependent business relationships
, 88

Network orchestration
, 159

New business ventures
, 88–95, 97

challenges and space for action
, 100

in interactive business landscape, managing
, 99–102

management team
, 101

multiple identities
, 98

organising
, 98–99

relating and networking
, 99

Newly perceived phenomenon
, 202

Non-disclosure agreement
, 61
Observing resource
, 258

Open book accounting (OBA)
, 55

Opera Software case
, 60

Opera web-browser
, 49

Opposing boundaries
, 230

Organisational issues
, 83

buyer’s opportunity
, 83

Organisation for Economic Cooperation and Development (OECD)
, 113, 124, 197, 204

Owned company
, 160

Owner relationships
, 157, 159–161, 160, 161, 162, 165, 166

content and consequences
, 163–165

importance of
, 171–172

owned companies’ use of
, 166–168

parallel network force
, 161

private to state
, 170

public
, 168–169

75 years of different types
, 169–171

state to private
, 171

utilisation
, 165–166

Ownership deal
, 61

Ownership matters
, 157
Parallel force, experiences of
, 161–163

Pattern of activities
, 261

Phenomenon-based research
, 200

Place-based approaches
, 128

Place-based policies
, 138, 139

Plurality of Actors

implementation
, 148–151

influencing
, 150–151

investing
, 151

setting rules
, 149

Policy instruments
, 114, 115

Policy intervention
, 174

Policy makers
, 14, 124, 146

implications for
, 18–20

Policymaking
, 117

implications for research
, 120–121

interactively
, 119

processes
, 114, 118

research
, 114

Policy processes
, 116

non-linearity of
, 118–119

policymaking by interactions/networks
, 119–120

problem of boundaries
, 119

Policy stakeholders
, 120

Problem recognition
, 31

Product solution
, 5

Prohibit fraud
, 174

Public Actors

network of regional policy, roles of
, 151–154

Public innovation policies
, 115

Public owner relationships
, 168–169

Public policymakers
, 149, 153, 154

Public/policy owners
, 61

Public procurement
, 174

analytical framework
, 178

challenges
, 184

efficiency
, 185

‘make-and-buy’ decisions
, 185–186

challenges and five governance modes
, 193–194

five supply-chain governance modes
, 179–180

extreme governance modes
, 180

market as governance structure
, 182

context
, 183

synthesis on translations
, 182

translations of theory
, 182–183

market theories
, 178–179

translations
, 178–179

purchasing and relations to suppliers
, 177

purchasing as instruments of public policy
, 187

purchasing creating innovations
, 186

role of
, 174–177

vertically integrated governance structure
, 181

context
, 181–182

synthesis on translations
, 182

Public purchasing
, 174, 175, 185

Public sector
, 184

Purchasing
, 68–75, 80

behaviour
, 80

development role of
, 79–80

maturity models
, 71

organisations
, 193

work
, 186

Purchasing and supply management (PSM)
, 68–69, 77

development of
, 70–73

function
, 84

implications of IMP
, 68

IMP Research
, 75–77

over time
, 69–70

roles and interfaces
, 81–83

strategic issues
, 73–75, 80
Q-cells
, 132

Quarterly finance
, 196
R & D consortia
, 34

R&D firms
, 96

Rational economic agents
, 158

Rationalisation
, 76

role
, 78–79

Real life
, 7

Regional agencies
, 145

Regional cohesion policy
, 139

Regional development
, 126, 127, 128, 134

fund
, 126

policies
, 141, 142, 143, 145

targets of
, 144–146

vague concept of
, 146

Regional policies
, 151

actors
, 144

implementation
, 148–151

network, public actors roles
, 151–154

Region-centric policies
, 129

Relatedness of place
, 137

Relational governance mode
, 187, 189

IMP school as reflected by translations
, 189–191

public-sector context
, 188

synthesis on translations
, 189

translations made
, 188–189

Relationship
, 267

active owner
, 164

assessment
, 82

development
, 278, 280

form
, 41

mode
, 190

passive owner
, 163

reciprocal
, 220

Research and development (R&D)
, 54

Researching

business relationships
, 256

implications for
, 20–22

interaction
, 268, 272

relationships
, 257

relative openness
, 97

Resources
, 90

based view
, 30

combinations

long-term effects of
, 63

constellation
, 264

heterogeneity
, 49

interfaces
, 242, 243

mediator
, 98

renewer
, 98

Restrictors
, 230

Return of investments
, 196

Revenue model
, 57

Rigidity
, 60

Robust data
, 199

Role model
, 199

Role of Management

in interactive business world
, 28–30

Routine interaction
, 38
SCA’s R&D department
, 167

Sense-making
, 35

Setting rules
, 149

Short-term interaction
, 38

Skills, of managers
, 33

SMEs
, 145

Social investments
, 158

Social structure
, 244

Spaces for action
, 99

Specialization in technological development
, 196

Specified interfaces
, 77

Squeezing
, 59

Standardised interfaces
, 77

Start-ups
, 93, 98, 102, 250

allocating resources
, 94–95

Structuring role
, 76, 80–81

Substantial interaction
, 285

Supplier-customer interfaces
, 172

Supplier interfaces
, 78–79, 79–81, 83–85

Supplier relationships
, 166

Supply chain management (SCM)
, 241

Supply management
, 67–86

Swedish Agency for Public Procurement
, 189

Systems of innovation (SI) approach
, 113
Target costing
, 54, 55

Tax-payers’ money
, 177

Technician
, 287

Technological advancements
, 73

Technological development changes
, 247

Technology maturity staircase (TMS)
, 56

Technology transfer offices (TTOs)
, 112

Theory development.
, 198, 199

Theory testing
, 21

Time to market
, 52

Traditional market exchange
, 179

Tradition zones
, 207

Trans Aortic Valve Implant (TAVI)
, 5, 7, 49

Translation interfaces
, 77, 78, 79, 83

Transportation service
, 5–6

Truth claim
, 199

TT Electronics (TTE)
, 236
United East India Company
, 73

the Netherlands
, 70

Use of resources
, 109
Value appropriation
, 16, 48, 51, 52, 60, 63, 64, 66

aims of regional policies
, 146–148

processes
, 143

Value capturing, in interactive network context
, 57–62

Value chain orientation
, 71

Value creation
, 40, 48–53, 57–66, 148

aims of regional policies
, 146–148

within an episode
, 40

co-creation
, 34, 39

processes
, 146, 147

within relationship
, 40–41

through network position
, 41

Value, in interactive business world
, 30

Value measurement
, 16, 48

in interactive network context
, 52–57

Videoton
, 171
Web of actors
, 261

Well-established businesses
, 90

Western market economies
, 168

Word politics
, 148

Work-life concerns
, 187

World of Business
, 1–2, 8

descriptive and positive conceptualization
, 15

distinctive features
, 8–14, 29

interaction
, 12–14

inter-organizational business relationships
, 9–10

network structures
, 10–12

feature of
, 23–25

World of business
, 1

World of economy
, 1
Yin/Yang principles
, 42
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