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Future is rarely explicitly addressed or problematized in business network research. This study aims to examine the possibilities of developing a business actor’s future orientation to network studies and imports ideas and concepts from futures research to support the development.

The study is conceptual and interdisciplinary. The authors critically analyze how extant studies grounded in the sensemaking view and process research approach integrate future time and how theoretical myopia hinders the adoption of a future orientation.

The prevailing future perspective is restricted to managers’ perceptions and actions at present, ignoring the anticipation and exploration of alternative longer-term futures. Future time is generally conceived as embedded in managers’ cognitive processes or is seen as part of the ongoing interaction, where the time horizon to the future is not noticed or is at best short.

To enable a forward-looking perspective, researchers should move the focus from expectation building in business interaction to purposeful preparation of alternative future(s) and from the view of seeing future as enacted in the present to envisioning of both near-term and more distant futures.

This study addresses the growing need of business actors to anticipate future developments in the rapidly changing market conditions and to innovate and change business practices to save the planet for future generations.

This study elaborates on actors’ future orientation to business markets and networks, proposes the integration of network research concepts with concepts from futures studies and poses new types of research questions for future research.

This article aims to understand whether and how a digital transformation strategy (DTS) can strengthen the relationship between network organizations and the generation/regeneration of their business network commons (BNC). Further, it investigates the role of the DTS in managing the BNC, a critical source of business network success.

A two-year longitudinal case study of an Italian business network operating in the wine sector was conducted.

This study provides theoretical insights into the digital, sustainable shift of a business network. On combining a network's business strategy and its DTS, digital resources are a key driver to promote BNC regeneration. A DTS undertaken to manage, regenerate and preserve the BNC can positively affect organizational variables, such as participatory architecture, and the network-level organizational integration and can help in preventing opportunistic behaviors affecting the BNC. Moreover, the DTS supports quality and social responsibility.

This study focuses on an Italian case and its findings are hence not generalizable. It would be interesting to study sustainable business networks' digital shift in different socioeconomic contexts as well as in different industry settings.

Network SMEs and other stakeholders (institutions, competitors and consumers) can foster the transition from a “business-as-usual” strategy to a long-term strategy for digitalized management of common resources.

The study is at the intersection of, and contributes to, several research streams. It contributes to the digital transformation literature by adding information on the positive externalities of digitalization in the social and economic environment. It also contributes to the early streams of organizational and managerial literature on the BNC.

The purpose of this study is to provide a review of the emergent literature to advance the current understanding of the business model (BM) concept in a context in which more than one actor is actively involved in the development and delivery of a joint offer based on information and communication technologies.

The paper uses a systematic literature review approach. The review is based on 25 systematically selected publications published from 2000 to 2018 and retrieved from bibliographic databases and through a process of snowballing.

The authors found several alternative conceptualizations of a BM at a network level, which highlighted different elements as core components. Based on this, authors’ findings suggest the literature has a fragmented view of what the BM concept entails at a network level, and of which actors are relevant. Conversely, there is a consensus that a single-firm view is inadequate for describing and studying joint value architectures because of its inability to consider all involved actors and their activities and resources. Therefore, a network-oriented view, as a relational aggregator, is seen as a possible way forward.

The study contributes to the current understanding of a BM concept at a network level and suggests three viewpoints from which to interpret value architectures at different levels of analysis: single-firm view, dyadic-level view and network-oriented view. Furthermore, the authors highlight several gaps to be studied and provide avenues for future research opportunities for scholars.

The purpose of this paper is to investigate two current transformation processes in the construction industry: the adoption of a novel material, cross-laminated timber (CLT), and the enhancement of digital transformation. This paper depicts the actors and interaction in the business network that is emerging around CLT construction and, in particular, how digital transformation (that is, the deployment of Construction 4.0 solutions) occurs in this business network.

Digital transformation is a relatively new phenomenon in CLT construction, and the authors, therefore, adopt a qualitative inductive research approach and rely on semi-structured interviews.

The findings of this paper suggest that it is critical for actors to adopt an interorganizational perspective in CLT construction, instead of only focusing on internal operations. An interorganizational perspective supports successful CLT construction, as well as the deployment of Construction 4.0 solutions. This will bring about the benefits of digital transformation in the construction industry.

This paper investigates the network created around CLT construction in Finland but more generally illustrates the change toward Construction 4.0 solutions.

For managers, this paper explicates the importance of networking, instead of focusing on the internal development of the company, when adopting novel solutions emerging from both construction and information technology-related advancements.

Stability and traditions are characteristic of the construction industry. New technical solutions and materials, together with calls for sustainability, have challenged the traditional ways of constructing, and for example, the development of CLT construction has led to an emergence of new business networks. This material-related process and the ongoing digital transformation of business form an interesting context for an empirical-based analysis of changing interaction and networks. This paper gives the first insights into how digital transformation can benefit the evolution of the network.

This paper aims to focus on the changing role of universities in university–industry collaboration (UIC) for enriching the regional business ecosystem network. For this, the authors analyze “Business Clinic Day,” (BCD) a specific UIC program which provides a consulting service for firms, small- and medium-sized enterprises (SMEs) having a specific problem, by a group of facilitators. It includes consultants such as chief executive officers (CEOs), professors and heads of regional public or private service providers. This study illustrates that various types of networks are formed between consultants and problem-owners by facilitation of university after the program.

This study has analyzed with social network analysis how the business network was changed from clinic day program. Furthermore, the networks surrounding SMEs are extended to the other people connected to them. This means that the business network of SMEs had been diversified via the facilitation of “BCD” provided as UIC program.

Local SMEs have difficulties in enhancing their competitiveness in the market both in terms of internal resources and networks with external organizations. Thus, universities need to promote university–industry collaboration programs to enable SMEs to strengthen their competitiveness by building networks in local business ecosystems.

This study throws new highlights on the facilitator role of a university as a network promoter, in addition to the partner as a technology provider, in the regional business ecosystem.

The purpose of this study is to develop a model of a starting situation for relationship initiation in turbulent business networks.

The study is designed as an extreme single case study that takes its point of departure in a company’s bankruptcy in the Swedish automotive industry.

This study illustrates how a new business relationship can start from a resource combination previously controlled by one actor (i.e. a single company) in a turbulent business network, thereby bringing nuances to the common understanding that new relationships start in stable business networks where resource combinations are developed between actors in established business relationships.

Previous studies have stated that the development of a mutual orientation between actors leads to the formation of a business relationship. The business relationship then leads to resource adaptations between the two companies. The developed model, however, illustrates that this pattern can be reversed in situations of turbulence. Hence, previously adapted resources might lead to the formations of a business relationship. Based on this observation, the authors argue that there are reasons to question if previous models of business relationship initiation and development in business networks are adequately equipped for analysis in turbulent business networks.

The research question is how can a company implement a circular innovation in a supply network context? Leveraging the main conceptual and interpretative models of the industrial marketing and purchasing thinking, this study aims to investigate the interplay between the process of circular innovation development and the changes in the structure and dynamics of the supply network in which innovation takes place.

This research applies a case study design focusing on participant interaction dynamics. The case relates to an industrial company producing an innovative coating solution for compostable packaging. The data used to develop the case study came from multiple sources but primarily from semistructured interviews that cover the implementation of the circular innovation and the configuration of the circular network.

The dynamics of interconnected relationships can configure a circular network that interconnects business and non business actors through vertical, horizontal and heterogeneous relationships. The network configuration is supported by the new mobilizer actor that facilitates the sharing of circular knowledge within the circular network, together with the sharing of a market orientation and entrepreneurial orientation within the supply network, through the educational learning path.

This paper aims to contribute to a new understanding of how circular innovation can be developed, adopted and diffused. In a network, when circular innovation takes place, the focal issue is not the new product or technology in itself but how such innovation is developed and implemented by and through the reconfiguration of the business and non-business relationships into circular network.

The purpose of this paper is to examine the transformation of the perspective applied to distribution structures in the late 1900s. This change implied that the previous focus on channel management by a channel captain was abandoned because of changes in the business reality. This perspective was replaced by models and concepts featuring collaboration and joint coordination between actors and relationships embedded in networks.

Changes of perspectives on phenomena are assumed to occur through the dynamic interplay between business reality, the conceptualisation of this reality and the managerial recommendations derived from this conceptualisation. The study is based on a thorough longitudinal literature review.

Shifts of perspectives occur when there is an increasing mismatch between the current business reality and mainstream conceptualisations. In this transformation, new constructs are required to illustrate new aspects of the business reality, exemplified in the study by interaction and networks. Some established concepts lose their significance, illustrated by the channel captain. Others may be re-interpreted, as is the case with the power concept. The study also shows that “forgotten” conceptualisations can be re-wakened, exemplified by the view of distribution structures as network constellations. In turn, these changes in the conceptualisation of distribution impact the managerial recommendations.

To the best of the author’s knowledge, there are no previous studies analysing how the perspective on a certain phenomenon changes through the dynamic interplay between business reality, conceptualisations and managerial recommendations.

Based on theories related to coopetition, the purpose of this paper is to examine the patterns of business-to-business digital referrals inscribed in businesses’ digital content.

A complete industry-wise digital data set is formed by extracting digital referrals in all the content pages. The authors outline how digital referrals are strategically used among peer businesses in the peer-to-peer digital network and in the augmented digital network, taking into consideration geographical framing and physical distance.

The authors reveal how geographical framing and physical distance influence peer-to-peer referral patterns in the digital space. Quite counter-intuitively, businesses are more likely to give digital referrals for peers residing in the same region, as well as for peers located in closer proximity. Further, results from the augmented digital network show that peer businesses in closer proximity exhibit greater strategic similarity in their digital referring strategy.

The findings extend the understanding of business-to-business coopetition to the digital space and suggest that geographical framing and physical distance can induce reciprocated relationships between peers by offering each other digital referrals.

The findings shed light on the formation of a business-to-business digital coopetition strategy using digital referral marketing.

This study highlights the impact of digital referrals in business-to-business relationship management, especially in the digital coopetition context.

The purpose of this paper is to examine Interactive Network Branding (INB) as an emergent process where the corporate identity and reputation of a small- and medium-sized enterprise (SME) are created through interpersonal interaction. The INB process is socially constructed through interaction between individual people who act on behalf of their companies in business relationships and networks.

The study is conceptual. Drawing on corporate branding literature, IMP research and empirical studies as well as short illustrative cases from SME contexts, the paper provides a conceptual description of INB and its sub-processes. Corporate branding literature offers conceptual understanding of corporate identity and reputation; the recent IMP-based studies offer an overview of current thinking within the paradigm, and the empirical studies and case examples from SMEs show the validity of the interpersonal approach for the INB.

The paper provides an enhanced understanding of INB in which interpersonal interaction lead to the creation of a corporate brand – as an integral part of the companies’ networking process. Three types of interpersonal interactions are distinguished: internal, external, and boundary spanning, the latter occurring at the borderline of the company and its environment. A process model of INB is proposed that specify the role of various interactions for the emerging process.

Since the paper is conceptual, further research is needed to study the INB process empirically and in more depth in different SME contexts and through differing interaction perspectives.

Managerial implications denote the crucial role of individuals in performing INB. Through interpersonal interactions, SMEs are able to create their identity and reputation, i.e. a strong corporate brand, and thereby to influence their network position.

This paper is one of the first attempts to link the IMP network approach with corporate branding literature, while focusing on the interpersonal interactions. The study builds bridges between these two distant but important research paradigms and contributes to each by developing a process perspective on corporate branding in business networks. This new approach to corporate branding seen through business interactions offers unique conceptual and managerial implications.