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Article
Publication date: 1 May 1997

Maria Holmlund and Jan‐Åke Törnroos

An understanding of business networks and the specific processes affecting change in networks is intimately connected to the understanding of the nature of relationships…

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Abstract

An understanding of business networks and the specific processes affecting change in networks is intimately connected to the understanding of the nature of relationships. Relationships constitute the core aspect which connects actors, resources and activities in a business network. Presents an overview of basic features of relationships. Groups relational concepts from the business marketing literature into structural, economic and social dimensions. Outlines a marketing model of three network layers in business networks based on different types of actors. The proposed network layers in the model constitute the production network layer, the resource network layer and the social network layer. Finally, assigns relational concepts to their related network layers in a relationship matrix.

Details

Management Decision, vol. 35 no. 4
Type: Research Article
ISSN: 0025-1747

Keywords

Article
Publication date: 23 September 2022

Pattanapong Tiwasing, Yoo Ri Kim and Sukanlaya Sawang

This paper aims to examine the relationship between being members of social media business networks and SME performance by comparing business performance between…

Abstract

Purpose

This paper aims to examine the relationship between being members of social media business networks and SME performance by comparing business performance between family-owned SMEs that are members and non-members of social media business networks.

Design/methodology/approach

The analysis empirically draws on cross-sectional data of 9,292 English and Welsh family-owned SMEs from the UK's Government Small Business Survey 2015. Propensity Score Matching (PSM) is applied to control for selection bias and differences in firm characteristics before comparing business performance, measured in terms of annual turnover, sales-growth intention and innovation between family-owned SMEs that are members and non-members of social media business networks.

Findings

The findings show that family-owned SMEs that are members of social media business networks are more likely to have higher prior turnover and to grow their sales than non-members. Also, they are more likely to report being innovative in products and processes than non-members. The empirical results acknowledge the importance of online business networks and digital social capital on enhanced family-owned business performance.

Originality/value

This paper is the first to explore the comparative analysis of business performance between family-owned SMEs that are members and non-members of social media business networks. This paper is important for the development of family business research by providing a comprehensive evidence-based analysis regarding the importance of online business networks to improve family-owned business performance, given the significant contribution of digital business activities to the UK economy.

Details

Journal of Family Business Management, vol. ahead-of-print no. ahead-of-print
Type: Research Article
ISSN: 2043-6238

Keywords

Book part
Publication date: 16 August 2014

Anne-Maria Holma

This study provides a comprehensive framework of adaptation in triadic business relationship settings in the service sector. The framework is based on the industrial…

Abstract

This study provides a comprehensive framework of adaptation in triadic business relationship settings in the service sector. The framework is based on the industrial network approach (see, e.g., Axelsson & Easton, 1992; Håkansson & Snehota, 1995a). The study describes how adaptations initiate, how they progress, and what the outcomes of these adaptations are. Furthermore, the framework takes into account how adaptations spread in triadic relationship settings. The empirical context is corporate travel management, which is a chain of activities where an industrial enterprise, and its preferred travel agency and service supplier partners combine their resources. The scientific philosophy, on which the knowledge creation is based, is realist ontology. Epistemologically, the study relies on constructionist processes and interpretation. Case studies with in-depth interviews are the main source of data.

Details

Deep Knowledge of B2B Relationships within and Across Borders
Type: Book
ISBN: 978-1-78190-858-7

Keywords

Book part
Publication date: 4 December 2003

Jennifer M Sequeira and Abdul A Rasheed

The central role of networks in advancing organizational and individual goals is well accepted (Adler & Kwon, 2002; Hite & Hesterly, 2001) in the management and sociology…

Abstract

The central role of networks in advancing organizational and individual goals is well accepted (Adler & Kwon, 2002; Hite & Hesterly, 2001) in the management and sociology literatures. Networks are made up of two distinct types of ties: strong ties and weak ties. Strong ties refer to the network relationships that are close, stable and binding (Ibarra, 1993), as opposed to weak ties, that are more superficial and lacking in emotional investment. Network theory, however, suggests that strong ties may not provide the most beneficial opportunities for an individual/organization (Burt, 1997; Coleman, 1988) and conclude that in order for a business to succeed the entrepreneur must have a network made up of weak ties.

Details

Ethnic Entrepreneurship: Structure and Process
Type: Book
ISBN: 978-1-84950-220-7

Book part
Publication date: 17 August 2017

Kristin B. Munksgaard, Per Ingvar Olsen and Frans Prenkert

Boundary setting is identified as an important and highly useful factor, both in management practice and in dealing with phenomena in management research. It has…

Abstract

Boundary setting is identified as an important and highly useful factor, both in management practice and in dealing with phenomena in management research. It has significant implications for how circumstances and phenomena will be analysed and interpreted. Change – moving or change in nature – is a key factor in all attempts to strategise and economise. The authors argue that boundary setting is critical in analysing and interpreting business problems, both in the practice of management and in business research. The nature and function of boundaries vary. It can be exemplified with two archetypes of organisation – the integrated hierarchy and the connected company. In the first, the basic principle for boundary setting is buffering to protect the company from external variations. In the second type, it is bridging – connecting the company with specific changing factors. One important consequence is that when analysing and handling boundaries, both location and permeability become the central aspects to consider.

Details

No Business is an Island
Type: Book
ISBN: 978-1-78714-550-4

Keywords

Book part
Publication date: 26 August 2010

Filipe J. Sousa

This paper exposes the development of markets-as-networks theory from formal inception in the mid-1970s until 2010 state-of-the-art, en route presenting its historical…

Abstract

This paper exposes the development of markets-as-networks theory from formal inception in the mid-1970s until 2010 state-of-the-art, en route presenting its historical roots. This largely European-based theory challenges the conventional, dichotomous view of the business world as including firms and markets, arguing for the existence of relational governance structures (the so-called “interfirm cooperation”) in addition to hierarchical and transactional ones.

Details

Organizational Culture, Business-to-Business Relationships, and Interfirm Networks
Type: Book
ISBN: 978-0-85724-306-5

Book part
Publication date: 26 October 2021

Denise Bedford and Thomas W. Sanchez

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…

Abstract

Chapter Summary

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.

Details

Knowledge Networks
Type: Book
ISBN: 978-1-83982-949-9

Book part
Publication date: 8 April 2005

Fredrik von Corswant

This paper deals with the organizing of interactive product development. Developing products in interaction between firms may provide benefits in terms of specialization…

Abstract

This paper deals with the organizing of interactive product development. Developing products in interaction between firms may provide benefits in terms of specialization, increased innovation, and possibilities to perform development activities in parallel. However, the differentiation of product development among a number of firms also implies that various dependencies need to be dealt with across firm boundaries. How dependencies may be dealt with across firms is related to how product development is organized. The purpose of the paper is to explore dependencies and how interactive product development may be organized with regard to these dependencies.

The analytical framework is based on the industrial network approach, and deals with the development of products in terms of adaptation and combination of heterogeneous resources. There are dependencies between resources, that is, they are embedded, implying that no resource can be developed in isolation. The characteristics of and dependencies related to four main categories of resources (products, production facilities, business units and business relationships) provide a basis for analyzing the organizing of interactive product development.

Three in-depth case studies are used to explore the organizing of interactive product development with regard to dependencies. The first two cases are based on the development of the electrical system and the seats for Volvo’s large car platform (P2), performed in interaction with Delphi and Lear respectively. The third case is based on the interaction between Scania and Dayco/DFC Tech for the development of various pipes and hoses for a new truck model.

The analysis is focused on what different dependencies the firms considered and dealt with, and how product development was organized with regard to these dependencies. It is concluded that there is a complex and dynamic pattern of dependencies that reaches far beyond the developed product as well as beyond individual business units. To deal with these dependencies, development may be organized in teams where several business units are represented. This enables interaction between different business units’ resource collections, which is important for resource adaptation as well as for innovation. The delimiting and relating functions of the team boundary are elaborated upon and it is argued that also teams may be regarded as actors. It is also concluded that a modular product structure may entail a modular organization with regard to the teams, though, interaction between business units and teams is needed. A strong connection between the technical structure and the organizational structure is identified and it is concluded that policies regarding the technical structure (e.g. concerning “carry-over”) cannot be separated from the management of the organizational structure (e.g. the supplier structure). The organizing of product development is in itself a complex and dynamic task that needs to be subject to interaction between business units.

Details

Managing Product Innovation
Type: Book
ISBN: 978-1-84950-311-2

Abstract

Details

Reflections and Extensions on Key Papers of the First Twenty-Five Years of Advances
Type: Book
ISBN: 978-1-78756-435-0

Book part
Publication date: 17 August 2017

Malena I. Havenvid and Antonella La Rocca

This chapter explores the issue of an outsider entering an existing business network in an interactive, interdependent and interconnected business world. Developing the…

Abstract

This chapter explores the issue of an outsider entering an existing business network in an interactive, interdependent and interconnected business world. Developing the new venture appears a ‘mission impossible’ as the new venture has no relationship in the relevant network or a tenuous one at best. The critical issue and major difficulty for the new company are to make established business actors perceive that there are good reasons to admit the new venture into the existing business network. The fate of the new venture, its acceptance by at least some other business actors, will largely depend on how the incumbents perceive the new company to affect their existing relational assets which result from past investments. In attempting to become a new node of a business relationship, the ‘management’ of the new venture has to address two issues. First, it has to find some actors interested in relating to the new venture and to engage them in developing the initial business relationships. Second, the new venture has to manage the networking that is combining the initial relationships with each other. The authors identify and discuss six spaces for action for new business ventures related to these two challenges.

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