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Many research studies in operations management (OM) and strategic management (SM) investigate how different kinds of firm decisions regarding business relationships can positively affect a firm's operations performance, resource endowment, and competitive position. Very few studies exist, however, that have attempted to illuminate the actual behaviors of managers when making strategic decisions about their intercompany relationships; rather, most existing studies focus on normative theory. The purpose of this paper is to explore linkages between the “set” of strategic objectives that managers are willing to pursue, the “set” of networking decisions they make, and the “set” of business agreements they sign.

In order to investigate and explore actual managerial behaviors with respect to networking strategy, the study adopts a field research approach based on multiple case studies. Data were collected on 13 business agreements from three manufacturing firms in the mechatronics industry in Italy. Within‐case and cross‐case analyses are used for theory‐building purposes.

The empirical data allow identification four different archetypes of networking strategy. The archetypes capture different connections between the “set” of strategic objectives that managers are willing to pursue, the “set” of networking decisions that they consider, and the “set” of strategic agreements that they actually adopt. Specifically, the identified archetypes are named multi‐alignment, multi‐agreement (diversification), multi‐objective, and mono‐alignment (focus), and these are related to different association multiplicities among objectives, decisions, and agreements. The implications related to these archetypes are three‐fold. First, the multi‐alignment archetype suggests a focus not just on one kind of agreement, but also on the firm's overall portfolio of agreements, in order to facilitate understanding of how different kinds of agreements and networking decisions can play a complementary role in achieving a firm's predetermined business objective/s. Second, the multi‐agreement (diversification) archetype suggests that managers can minimize the risk of losing the potentiality of network collaboration by undertaking different kinds of agreements for the same strategic objective. Third, the mono‐alignment (focus) and multi‐objective archetypes suggest that just one agreement can potentially pursue one or multiple strategic objectives, and thus can allow managers to minimize the cost of managing several networking relationships.

The originality of this study lies in its exploration of linkages between objectives, decisions and networking agreements. Unlike most of the existing papers in OM and SM, however, it does not specifically focus on: vertical or horizontal relationships; operations performance (positioning school) or resource endowment (resource‐based view) strategic objectives; or any specific kind of agreement contract (outsourcing, alliance, joint venture, etc.). This paper presents four different networking strategy archetypes that represent different ways of matching a “set” of networking decisions, strategic objectives and business agreements. These are not related to either vertical or horizontal relationships, operations performance or resource endowment objectives, or any specific contract agreement form.

This paper develops an argument about how contentious changes unfold in organizational fields, focusing on the role of uncertainty – and the networks people use to address uncertainty. We propose that as controversial practice gains traction and spreads, the nature of uncertainty facing organizational decision makers also evolves. This dynamic has important implications for how different actors and networks can influence change. We illustrate our argument with a mixed-methods case study on the diffusion of domestic partner benefits across US Fortune 500 companies. Our findings shed light on how – and when – social activists, corporate elites, and middle managers can influence the corporate decision-making process.

The purpose of this paper is threefold. First, it classifies research on distribution network design (DND) according to the methodologies adopted and themes tackled. Second, it discusses the main implications for practitioners. Finally, it proposes a few promising directions for future research.

The review is based on 126 papers published from 1972 to 2013 in international peer-reviewed journals in the Business, Management and Economics field. The academic papers have been analyzed and classified based on the main research methods used and the themes tackled.

It was found that most of the earlier research adopted quantitative models to deal with different decisions on DND, whereas the number of conceptual papers, proposing frameworks and classifications, is still limited. In all, 42 factors that affect DND have been identified and classified into five groups, and the relationships between factor groups and strategic decisions have been investigated. This study revealed that some important areas have not received much attention in the literature and, therefore, three potential directions for further research have been identified.

Due to the extremely large number of papers on DND, it is possible that a few papers may have inadvertently been missed. Despite the possibility of not being all-inclusive, the authors firmly believe that the general picture presented in this paper is precise and trustworthy.

This review offers valuable insights for practitioners: a clear understanding of the main decisions related to DND; a comprehensive analysis of the main factors that affect the distribution network structure; a clear understanding of the relationships between factor groups and key decisions; and a guide to the models that can be used to support the different phases of DND.

Various decision opinions comprise the foundation of emergency decision-making. However, decision-makers have difficulty establishing trust relationships within a short time because of decision-making groups being temporary. The paper aims to develop an ambiguity-incorporated opinion formation model that considers ambiguous opinions on relevant risks from a psychological perspective during the consensus reaching process.

Addressing the problem of forming a consensus decision-making opinion in an ambiguous environment and relevant risk opinions, different social network structures were first proposed. Subsequently, psychological factors affecting the decision-makers' perception of ambiguous opinions and tolerance for ambiguity under the multi-risk factors were considered. Accordingly, an ambiguity-incorporated opinion formation model was proposed by considering the ambiguity and relevant opinions on multi-risk factors.

A comparison between the ambiguity-incorporated opinion formation model and the F–J model illustrates the superiority of the proposed model. By applying the two types of network structures in the simulation process, the results indicate that the convergence of opinions will be affected by different decision-making network structures.

The research provides a novel opinion formation model incorporating psychological factors and relevant opinions in the emergency decision-making process and provides decision support for practitioners to quantify the influence of ambiguous opinions. The research allows the practitioners to be aware of the influence of different social network structures on opinion formation and avoid inaccurate opinion formation due to unreasonable grouping in emergency decision-making.

Decision networks are a network presentation of dynamic and Markov programming problems. The technique is particularly useful in identifying preferred decisions, from a range of possible decisions, in sequential decision making formulations of a given problem. The technique is introduced by considering an aggregate stock control problem and then applied to an extraction rate problem facing oil companies exploiting North Sea oil reserves.

Several activity-based transportation models are now becoming operational and are entering the stage of application for the modelling of travel demand. In our application, we will use decision rules to support the decision-making of the model instead of principles of utility maximization, which means our work can be interpreted as an application of the concept of bounded rationality in the transportation domain. In this chapter we explored a novel idea of combining decision trees and Bayesian networks to improve decision-making in order to maintain the potential advantages of both techniques. The results of this study suggest that integrated Bayesian networks and decision trees can be used for modelling the different choice facets of a travel demand model with better predictive power than CHAID decision trees. Another conclusion is that there are initial indications that the new way of integrating decision trees and Bayesian networks has produced a decision tree that is structurally more stable.

Decision making in networks is multilateral and interaction‐based and is often contrasted with unilateral decision making in a hierarchy. The purpose of this paper is to examine whether unilateral interventions can nevertheless be functional in networks.

A large number of empirical studies into decision making in networks were consulted to examine whether they featured unilateral interventions and, if so, what the roles of these interventions were. Prior to this, the author outlines theories on decision making in networks and the dysfunctions of unilateral interventions.

Six strategies were found in which unilateral interventions proved effective in network‐like decision making. Unilateral action may be used to influence other actors' perceptions of the win‐win game, to change the pattern of interdependencies, as a follow‐up to failed interaction, if room is offered simultaneously, if there is a critical mass of winners and to de‐hierarchize decision making. These unilateral strategies were found to be embedded in interaction‐based, network‐like decision making. In some cases, they stimulated a process of interaction; in other cases, they resulted from a process of interaction.

The strategies show that decision making in networks benefits from the intelligent use of unilateral action.

The paper goes beyond the dichotomy between network and hierarchy and demonstrates that, on the interface of networks and hierarchies, there are many possibilities of developing strategies that – although unilateral – are network‐contingent.

The purpose of this paper is to explore the autopoietic decisions approach (<Greek: autos=self, poiein=to produce) means self-(re)production and to know the constitution of the governance in the organization of a research network.

The approach selected was Luhmann's Social System Theory, an autopoietic decisions system. A historical case study was reconstructed in which information was recollected by in-depth interviews and a survey. The network results, the extensive communications submitted by the members of two network congresses (2006 and 2010) were analyzed by networks analysis techniques.

The approach and model developed were useful to identify the decision premises, which have been the constitutional structure of the research network.

Development of a governance approach useful to a research network organization which retro-feeds the quality movement guidelines.

The quality movement proposes a systematic regulatory approach, via the ISO9000 standard family. This approach has not sufficed for institutions of higher education. One of the reasons is that it favors the “management of things” from a processes standpoint, which conforms to the General Systems Theory. However, the core of higher education is not “things” but rather the “people” participating in it – particularly professors, students, and the university community – who are participating in the creation, teaching, association, and diffusion of knowledge. The unsolved problem refers to governance.

International entrepreneurship and marketing research reports the impact of effectual decision-making logic on small and medium-sized enterprises (SMEs) international performance. How the effectual logic of decision-making enhances the overall performance of SMEs in international business-to-business markets remains a puzzle in the field. The purpose of this study is to investigate the concept of networking capability as an important SME capability translating effectual decision-making into international performance.

The authors examine the model presented in this study using quantitative data from 153 founders or managers in charge of international business at SMEs throughout New Zealand. The authors also used 142 open-ended responses to provide post hoc exploratory analysis.

The findings of this study suggest that networking capability is a mechanism through which the logic of decision-making enhances the international performance of SMEs.

This study bridges between international marketing and entrepreneurship by investigating how the networking capability of internationalizing SMEs translates their founders’/managers’ effectual logic into a successful performance in international business-to-business markets.

Drawing on the literature regarding the social network and stock investment, this paper aims to focus on the use of the social network on stock ownership decisions at individual levels. This paper also attempts to shed light on potential mediators of the relationship between the social network and stock ownership.

To determine the relationship between stock ownership and using the social network, logistic regression was used. In order to isolate the effect of using hs on stock ownership, a decomposing method was adopted.

The findings provide evidence of the positive contribution of the use of social networks in stock ownership. Personal characteristics, such as household net worth, homeownership, education level and risk tolerance, may play a vital role in influencing individuals' decisions regarding stock investment. In addition, this study contributes to our understanding of income's mediating role in stock investment decisions.

First, the authors contribute theoretically by drawing from the assumptions of social networking contagion theory, social influence theory, and social capital theory. Second, we explored potential mediators of the relationship between the social network and stock ownership. Third, this study complements the literature in incorporating the social network in business, financial professionals to be exact.