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This chapter focuses on business and industry networks. All six facets of knowledge networks are described. Three of the six facets have particular importance for these networks, specifically domain, relationships, and how messages are managed and controlled. The authors provide six network profiles, including health care industry networks, fashion industry networks, technology industry networks, food production industry networks, building industry networks, and transportation industry networks.

In every industry there are resources. Some are moving, others more fixed; some are technical, others social. People working with the resources, for example, as buyers or sellers, or users or producers, may not make much notice of them. A product sells. A facility functions. The business relationship in which we make our money has “always” been there. However, some times this picture of order is disturbed. A user having purchased a product for decades may “suddenly” say to the producer that s/he does not appreciate the product. And a producer having received an order of a product that s/he thought was well known, may find it impossible to sell it. Such disturbances may be ignored. Or they can be used as a platform for development. In this study we investigate the latter option, theoretically and through real world data. Concerning theory we draw on the industrial network approach. We see industrial actors as part of (industrial) networks. In their activities actors use and produce resources. Moreover, the actors interact − bilaterally and multilaterally. This leads to development of resources and networks. Through “thick” descriptions of two cases we illustrate and try to understand the interactive character of resource development and how actors do business on features of resources. The cases are about a certain type of resource, a product − goat milk. The main message to industrial actors is that they should pay attention to that products can be co-created. Successful co-creation of products, moreover, may require development also of business relationships and their connections (“networking”).

This chapter highlights the importance of strategically managing knowledge networks. Strategic management is defined as being aware of current knowledge networks, understanding current knowledge stocks, and identifying gaps. It also involves assessing the knowledge needs of business units and ensuring that those needs are addressed. The chapter also highlights the importance of having a vision of a healthy knowledge network.

Business networks are of critical importance to firms and essential to the internationalisation of born-global and international new venture firms. Networking literature focuses on what are, generally, co-operative relationships and their effects between actors, activities and resources and illustrate the importance of quality and change in the networking process. Utilising Fletcher and Harris’ (2012) framework for understanding knowledge acquisition processes in internationalisation, this study investigates the importance of direct and indirect roles played by third parties in the networking for internationalisation processes of three different firm types within the knowledge-based natural health products (NHPs) (pharmaceutical) sector in Canada. The research presented here examines nine case studies of Canadian NHP firms and reveals that they utilised all network-related internationalisation processes simultaneously to internationalise including Johanson and Mattsson’s (1988, 1994) network theory, Johanson and Vahlne’s (2003) updated the Uppsala Model and the resource-based perspective on network theory (Ruzzier et al., 2006). They networked with and extensively utilised third parties, including government bodies, trade associations, government advisors, consultants and other domestic networks with international ties, in Canada and internationally to gain technical, market and internationalisation knowledge, and direct and indirect experiential knowledge which contributed to the internationalisation process confirming the study by Fletcher and Harris (2012). In a departure from the literature, this study found that weak ties (Granovetter, 1973) developed with third parties who were new to the networks allowed the NHP firms to develop competitive advantages necessary for them to overcome the liability of outsidership in entering new international markets. The type of technical, market and internationalisation knowledge gained, its content and the direct and indirect sources of knowledge from third parties were all shown to contribute to the internationalisation process.

This paper examines how personal networks influence the internationalization process of Russian multinational corporations.

We identify and review 78 articles published in five International Business journals that address the role of networking and relationships in firm internationalization. We then use the network perspective to examine how Russian multinationals internationalize.

Combining the key conclusions of the reviewed studies with insights from the network perspective, and adding insights that we have gained both through first-hand experience and by following the Russian business media, we develop a model that links personal networking and Russian multinationals’ internationalization. We outline four functions that personal networking plays – access to information and knowledge, resource commitment, development of marketing and sales capabilities, and further network expansion.

This paper challenges established views of how firm internationalization occurs. It combines two previously unrelated streams of literature, the network model of internationalization and the role of personal networking within the Russian business environment, and argues that personal networking plays a much larger role in how Russian MNCs internationalize than has the International Business literature has acknowledged.

Purpose – This study sets out to establish experiential knowledge profiles of small- and medium-sized enterprises (SMEs) entering emerging markets and to examine how the different abilities contained in these profiles impact the sustainability of market positions in the new turbulent era of global business.

Methodology – We analyse a sample of 203 entries into emerging markets by Swedish SMEs. The data collected on site at all sample firms is analysed in two sequential stages. First, an exploratory factor analysis is performed to derive four types of experiential knowledge. Second, a cluster analysis is performed to establish experiential knowledge profiles among the entering SMEs.

Findings – The result of the analysis shows that experiential knowledge is a multi-dimensional construct consisting of four main types. Moreover, emerging market entering SMEs are shown to develop different knowledge profiles. We suggest that Masters are well prepared for such periods. Learners most probably will experience high levels of uncertainty, whereas Country and Customer Experts face less uncertainty due to their specialisation on either host market or customer knowledge.

Originality – The chapter shows that the experiential knowledge base of emerging market entering SMEs is an important indicator of the readiness for turbulent times. Firms will be able to sustain market positions differently depending on which type of knowledge profile they belong to.

A few decades ago, most research works on internationalisation were aligned to studies in developed economies. In recent times, business entrepreneurs in developing and emerging economies have shown their potential to permeate international markets. The current capability of business entrepreneurs in developing and emerging economies, which drives their ability to overcome the numerous barriers to internationalisation, particularly within clusters, requires a critical examination. As a result, the study situates the discussion on internationalisation within the theory of agglomeration in developing and emerging economies and argues that the gains enjoyed by business entrepreneurs from operating in close proximity in clusters are critical for overcoming the barriers of internationalisation. This research adopts a systematic review of secondary data to tease out the unique attributes of clusters in developing and emerging economies, which supports the internationalisation drive. The findings show that most emerging economy clusters are engaged in exports but there is minimal work on international entrepreneurs operating within clusters. The unique features that drive exporting clusters are the presence of multinational companies, public agencies and collaborative relationships. These unique features have the capacity to minimise the constraints to internationalisation and determine the export performance of businesses in the cluster.

This chapter describes capacity building as a general concept and as a networking capability specifically. There are two essential components to building capacity. The first is building the network capacity, building relational capital, and sharing knowledge. The second is building the capacity to support knowledge network analyses. The authors offer a set of key questions for determining the health of networking capacity at the strategic, operational, and individual levels. The chapter also describes the roles and competencies required for network analysts, managers, and general employees.

This chapter assesses the current research on knowledge management and adds insights from an Australian example. Knowledge management is critical to successful innovation in tourism products. It is an important tool for creating successful regional organizations and ensuring competitive destinations. This chapter explores the barriers to participation in regional knowledge management networks. Topics covered include knowledge management applied in tourism settings, knowledge clusters and regional partnerships, and knowledge transfer processes, including the value of new technologies. A detailed case study of an attempt to build a knowledge network in Australia is described and generic insights noted.