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Few studies have analysed how to actively manage strategic networks (SNs) to achieve individual and collective goals and create value. This paper aims to examine the influence of network management on the value created by SNs and the mediation role of resources and relationship quality.

The authors distributed a survey to 126 companies linked to SNs in the Brazilian information and communication technology sector. This study tested the hypothesized relationships using partial least squares structural equation modelling.

This study found that network management directly influences value creation. Furthermore, the exchange and combination of resources mediate the relationship between the two constructs. Surprisingly, the quality of the relationships does not mediate the relationship between management and the value created. However, it positively impacts the exchange and combination of complementary resources.

This study provides a new interpretation of the determinants of value creation in SNs. The results contribute to the theory by demonstrating that the relationship between network management and value creation is strengthened when the exchange and combination of resources between network participants occur. In turn, these are positively influenced by the quality of relationships established in the network, thus providing a new interpretation of the determinants of value creation in SNs.

Although interorganizational relationships are acknowledged as positive for tourism, studies on the subject fail to systematically analyze the joint effects of relationships with different types of organizations. The purpose of this paper is to analyze the influence of the interaction between different types of interorganizational relationships over a hotel firm’s performance.

A structured questionnaire applied to hotel managers was used to assess hotel relationships. Hotel performance was assessed through Trip Advisor information. Structural equations modeling (SEM) was used for data analysis.

Results reveal that only relationships with other hotels had a significant influence on performance. The competition had a negative effect on hotel performance, as well as on horizontal and support organization relationships. Relationships with support organizations presented a significant effect on the formation of relationships between companies (horizontal and vertical) and mediated the negative effect of competition over horizontal relations.

Hotel relationships are idiosyncratic and path-dependent, hence monitoring and copying competitors’ relationships is not advisable. Hotels may improve their productive integration by relating with support organizations. From a destination management perspective, results show that support organizations facilitate interfirm relationships and productive integration within a destination.

The paper systematically analyzes the influence of different interorganizational relationships and competition on hotel performance. Empirical results contradict some aspects of networks and clusters. Some relationships may have positive effects on destinations, but not on hotel firms. Additionally, support organizations play a central role on interfirm relationship formation and maintenance.

集群或网络：组织间关系对巴西酒店绩效的影响Clú

但有关该主题的研究未能系统地分析与不同类型组织之间关系的联合影响。本文的目的是分析不同类型的组织间关系之间的相互作用对酒店公司绩效的影响。

应用于酒店经理的结构化问卷用于评估酒店关系。通过Trip Advisor信息评估了酒店的表现。使用结构方程建模 进行数据分析。

只有与其他酒店的关系才对业绩产生重大影响。竞争对酒店业绩以及横向e支持组织的关系都具有负面影响。与支持组织的关系对公司间关系有显着影响, 对竞争的中介作用对水平关系有负面影响。

本文系统地分析了不同组织间关系和竞争对酒店绩效的影响。实证结果与网络和集群的某些方面相矛盾。某些关系可能对目的地有利, 但对酒店公司却没有相同的影响。此外, 支持组织在公司间关系的形成和维护中起着核心作用。

因此建议不要监视和复制竞争对手的关系。酒店可以改善与支持组织有关的生产整合。从目的地管理的角度来看, 结果表明, 支持组织促进了旅游企业之间的关系以及目的地内的生产整合。

Clústeres o redes: la influencia de las relaciones interorganizacionales en el desempeño de los hoteles brasileños

Si bien las relaciones interorganizacionales se reconocen como positivas para el turismo, las investigaciones sobre el tema no logran analizar sistemáticamente los efectos conjuntos de las relaciones con diferentes tipos de organizaciones. El propósito de este artículo es analizar la influencia de la interacción entre diferentes tipos de relaciones interorganizacionales sobre el desempeño de la empresa hotelera.

se utilizó un cuestionario estructurado aplicado a los gerentes de hoteles para evaluar las relaciones con los hoteles. El desempeño del hotel se evaluó a través de la información de Trip Advisor. Se utilizó el Modelado de Ecuaciones Estructurales (SEM) para el análisis de datos.

los resultados revelan que solo las relaciones con otros hoteles tuvieron una influencia significativa en el rendimiento. La competencia tuvo un efecto negativo en el desempeño del hotel, así como en las relaciones horizontales de las organizaciones de apoyo electrónico. Las relaciones con las organizaciones de apoyo tienen un efecto significativo en las relaciones entre empresas y un efecto de mediación en la competencia, influencia negativa en las relaciones horizontales.

el documento analiza sistemáticamente la influencia de las diferentes relaciones interorganizacionales y la competencia en el desempeño del hotel. Los resultados empíricos contradicen algunos aspectos de redes y clústeres. Algunas relaciones pueden ser positivas para los destinos, pero no tener los mismos efectos para las empresas hoteleras. Además, las organizaciones de apoyo juegan un papel central en la formación y el mantenimiento de relaciones entre empresas.

las relaciones hoteleras son idiosincrásicas y dependen de la ruta, por lo que no es aconsejable monitorear y copiar las relaciones de la competencia. Los hoteles pueden mejorar su integración productiva relacionándose con las organizaciones de apoyo. Desde una perspectiva de gestión de destinos, los resultados muestran que las organizaciones de apoyo facilitan las relaciones entre empresas del turismo y la integración productiva dentro de un destino.

The purpose of this paper is to test whether Top Management Team (TMT) international experience is positively associated to international information acquisition from managerial international contacts and whether international information partially mediates the positive relationship between TMT international experience and international strategic decision rationality.

Data were collected through a survey of small- and medium-sized of international Pakistani software firms.

This study reports that TMT international experience-international strategic decision rationality relationship to international information acquisition and that this information acquisition partially mediates the TMT international experience, i.e. international strategic decision rationality relationship.

When selecting the members of their TMT, international firms should pay careful attention to their international experience.

Previous research demonstrates that TMT international experience has a positive effect on international strategic decision rationality and that this effect is transferred to performance. This study shows that the positive effect of TMT international experience is derived from the personal international knowledge and the international information collected from managers’ international contacts. This ability to make rational international strategic decisions could have a positive effect on decision-making and firm performance.

The purpose of this paper is to explore the significance of bounded rationality for innovation research. It does so by expounding the structure and the assumptions of an agent-based model where boundedly rational actors engage in knowledge development and imitation. It is a conceptual paper that illustrates the model but does not present its results.

This model explores the consequences of common theoretical hypotheses and empirical stylized facts regarding innovation, knowledge development and knowledge management by geographically clustered rival firms. This model artificially generates innovations, unknown and unexpected to the artificial decision-makers. As the set of possibilities is not known a priori to the agents, they cannot apply utility maximization. Bounded rationality enters this model both as behavioural rules of thumb and as cognitive constraints on their application.

This paper illustrates a model.

This paper links innovation studies to the concept of bounded rationality. It shows what problems must be faced and what issues must be addressed by an agent-based model on this subject.

This study aims to explore the influence of top management team international experience on international strategic decision-making rationality and, subsequently, its effect on decision effectiveness (decision performance).

This analysis is based on survey data of small- and medium-sized international Pakistani firms operating in the IT industry.

Results show that top management team international experience is positively related to international strategic decision-making rationality, and the latter partially mediates the international experience – decision effectiveness relationship.

The study is based on data collected from a single industry and focuses on an international decision that occurred within a time-frame of previous four years.

Findings suggest that international firms, when composing their top management teams, should favor the inclusion of internationally experienced managers.

The study of the influence of international experience on the decision-making process in general and decision-making rationality in particular has been largely neglected in extant literature. This paper highlights one way through which the international experience of the top management team as a whole relates to the effectiveness of international decisions. The paper also advances emergent managerial cognition literature focusing on the top management team and not individual decision makers.