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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.

We have been working together as husband and wife, as management professor and management consultant, and as coauthors for over 30 years. During that time, we have tailored an operations research–based approach to represent the functional infrastructure of organizations as networks of agreements for the transfer of deliverables, e.g., products, services, and communications, which connect internal organizational units and also their external relations. The network model is useful to understand organizations, support organization change, and develop management practices that improve efficiency, teamwork, and effectiveness. Throughout the application of this approach, we have observed often that “management is missing,” in organizations in general and in organization change management in particular, where managers and change agents may underestimate or fail to recognize the productive relationships at the foundation of performance in organizations, that these relationships are different from authority or social/affinity relationships, and that they require management. In this chapter, we distinguish the network approach that is fundamental to our work and the “missing” elements of management that are recognizable by using that approach. We then examine how “management is missing” in change management and how it might be restored.

The paper aims to discuss the expected changes 5G will bring to the assessment of active mobile network sharing agreements from a competition policy point of view.

The paper distinguishes between current, early 5G networks and the fully-fledged 5G envisioned for the future, then focuses on the main competition concerns where 5G may bring the most significant changes in the evaluation compared to 4G.

The authors find that while network sharing for early 5G can be evaluated in a similar way to previous generations, fully-fledged 5G can raise new issues. The authors predict these main concerns to be service differentiation, cost commonality between the parties and the parties’ ability and incentives to grant access to critical inputs to downstream competitors. Due to the huge costs of 5G rollout, network sharing is set to become even more widespread than before. For each of the concerns, the authors show that they are not easy to substantiate and they may even become less serious than under 4G.

To the best of the authors’ knowledge, this paper is one of the first contributions to analyse the impact of fully-fledged 5G on mobile network sharing agreements’ competitive assessment.

This article examines the power of management control mechanisms as “inscriptions” for bringing the interests of organisations within a purchaser–provider network into alignment.

The study contributes to accounting and accountability literature in hybrid organisations by applying actor-network theory to a case study organisation. This enables an analysis of how a government agency, operating as a social service provider to the community, developed and used management control mechanisms in its intra-organisational units to ensure its operations were aligned with the expectations of inter-organisational networks in a purchaser–provider context. Data were collected using open-ended interviews and by examining internal accounting and management reports, government archival records and newspaper articles.

Analysis of the results demonstrates that inter-organisational network control was internalised within the provider organisation because of the ability of the controls to function as inscriptions that influenced organisational actions. The authors conclude that the network control travelled across boundaries over time and was assimilated by the provider organisation to become its internal management control mechanisms.

A single case study of a government service provider agency may limit the generalisation of the findings to other hybrid entities or networks. The significant practical essence of this study lies in the diversity within the results that offer a rich representation of the impact of purchaser–provider arrangements on internal organisational systems within a hybrid public sector setting.

The outcomes enhance knowledge of how a hybrid government agency developed, mobilised and institutionalised its management control mechanisms to ensure the activities of one party are consistent with the other parties' expectations within a network.

Antitrust exemptions to shipping alliances in the liner shipping sector have prevailed for many years. This study aims to examine anti-competition of ocean shipping alliances from a legal perspective of the USA, the European Union (EU) and People’s Republic of China (PRC).

Adopting the standard “doctrinal approach to legal research and analysis” in legal literatures, this paper reviews landmark court cases and legislations in the USA relating to shipping conference system from its beginning to its erosion, followed by its latest transition to non-ratemaking agreements, with discussions on the EU and some PRC treatments on shipping conferences.

Although antitrust exemptions to shipping conferences in the liner shipping sector were eliminated in the trades to/from the USA and the EU, there is a lack of evidence of the deterioration found in the viability of liner shipping carriers in both parts of the world trades. For the USA, shipping alliances will shift the focus to sharing resources for improvement of collective operational efficiencies, whereas the shipper groups in the EU have worried that a protected system of sharing information may lead to price fixing conducts among the carriers.

Through the discussions on the legal treatments of shipping conferences from the USA, the EU and PRC perspectives, this paper provides legal researchers with not only a new research direction on raising collective operational efficiencies through resource sharing but also an insight into shifting their research focus from purely price determination to the area of merger.

This paper reviews landmark court cases and related legislations about the treatments of different regulatory regimes, including the USA, the EU and PRC, to explore the illegitimacy of anti-competition conducts in ocean shipping alliances.

The purpose of this paper is to examine the role of personal and inter-firm networks and the elements that contribute to the formation and management of these networks for regional small businesses.

Semi-structured interviews were conducted with 20 small business owners located in regional areas.

The findings highlight key characteristics of regional small business owners’ networks. Findings indicated that participants relied strongly on their personal networks for business purposes. This study shows that while personal networks adapted and changed into informal inter-firm networks, weak-tie relations within inter-firm networks were unlikely to develop into close personal networks. Novel findings also include a preference for “regional interactions” and included regular collaboration with local business competitors. Although the participants used social media to manage their business through personal networks, results confirmed there was a lack of awareness of the benefits of inter-firm networks with businesses outside the local region.

While it is acknowledged small business owners use personal and inter-firm connections to maintain and grow their business, there is a lack of research examining both of these networks in the same study. This research addresses this gap and presents five propositions as a useful direction for future research. This paper adds to the evolution of existing knowledge by expanding understanding of the formation of business networks and conditions of business trust relations within a regional context.

The purpose of this paper is to understand the effect of the network contract (NC) on the internationalization of Italian firms to evaluate whether and how network characteristics, management perceptions and governance influence firms’ degree of internationalization (DOI).

By using the data from a survey of 350 Italian firms that joined a network in 2012, hierarchical regression analyses were applied to test four hypotheses.

Network size and diversity as well as management attitudes and perceptions influence firms’ exports. However, only network diversity is positively related to the number of markets in which firms operate. A positive direct effect of network diversity on network managers’ activities and a significantly indirect effect via network managers’ activities also exist.

Network diversity is crucial for achieving better results in foreign markets. Interacting with diverse network participants can help firms manage diversity, expressed in terms of information, resources and competencies, helping overcome the barriers that hinder the internationalization process. The presence of an efficient network manager should facilitate the achievement of firms’ internationalization objectives.

This research is one of the first studies to analyze the effects of an Italian NC on firms’ internationalization. From a theoretical standpoint, it adds to the literature a specific analysis that relates primarily to small firms, showing that, in this context, the results are not always consistent with those of prior studies.

The purpose of this paper is to propose a method to measure intellectual capital (IC) in firms involved in strategic alliances, an area that has received scant attention in the literature, as existing research is focused mainly on organizational level mainly and increasingly on macro-level unit such as regions or nations. There are very few works at the meso-level (i.e. alliances, clusters), and the paper aims to fill this void, by providing researchers and practitioners with a tool capable of combining measurement and management aims, developed at organizational level with the active participation of the researchers.

The method of analysis is based on a model formalized through a fuzzy expert system (FES). The FES are able to merge the capabilities of an expert system to simulate the decision-making process with the vagueness typical of human reasoning, maintaining the ability to still have a numeric value as a response. Its construction requires the participation of experts, whose knowledge of the problem is accumulated in the form of blocks of rules. These features make it possible to formalize the decision-making process related to the IC valuation, handling qualitative and quantitative variables, and exploring the cognitive mechanisms underlying this process.

The outcome of the application is a system designed to measure the intangible performance deriving from participation in a strategic alliance using FES. This study contributes to the broadening of the research community’s understanding regarding the alternative measurement of IC created within strategic alliances.

To the best of the authors’ knowledge, IC literature lacks methods expressly designed to measure the incremental value of IC originating from collaboration among firms. From a measurement perspective, the results may be regarded as valuable proof that IC performance within strategic alliances can be measured quantitatively.

On the management side, the possibility of retracing the determinants of different IC intermediate indicators composing the final IC index allows strategic alliances managers to use this information for decision-making purposes.

To the best of the authors’ knowledge this is the first study applying FES to measure IC in a firm belonging to a strategic alliance. In the authors’ opinion, fuzzy logic methodology, recently applied in empirical work designed to evaluate IC, represents a reliable methodology because of the “fuzzy” nature of IC.

The present paper aims at understanding how horizontal network collaborations between small and medium enterprises (SMEs) can be designed and implemented to take advantage of a supply chain finance (SCF) perspective.

This study presents an SCF literature background identifying four literature gaps, and in response to them it adopts an action research approach. The empirical analysis is developed on a network-case study: a horizontal collaboration project between small businesses of the Italian wine industry and their supply chains.

SMEs can play an active role in developing – in terms of design and implementation – their collaborative networks by taking advantage of an SCF perspective for themselves, and their customers, based on the reorganization of relationships interface processes. Taking this perspective can be a concrete and crucial way to sustain the development of SMEs and their supply chains in an actual competitive context.

The paper identifies the theoretical gaps in the literature, suggests new research areas that deserve to be more deeply investigated and connects case-related results to the key concepts. The empirical part presents a real case application that proposes a complete roadmap for managers and practitioners who wish to experience similar projects.

This network-case study storyline, presenting an overview of ten years of meetings, with related purposes, is suggesting a roadmap for design and implementation of horizontal network as managerial implications. These kinds of active research projects, with a collaborative mixed team of academics and practitioners, and involving a multilayer group of participants, are positive examples for closing the bridge between companies and academia, which enhance this network of small businesses active in trying to improve their competitiveness working together.

The value of the paper is to embrace a supply chain-oriented perspective for an SME, independent of the financial system and based on inventory flow management. Very little literature focuses on inventory-based research within the SCF framework, designed for real implementation in horizontal network collaboration by entrepreneurial ventures.

In contrast to the vertical supply chain structure, firms are increasingly engaging in horizontal inter-firm collaborations to develop new technologies, products and services, yet, little is known about factors that influence the governance mechanism and performance of such collaborative projects. The purpose of this paper is to investigate how different factors affect the role or the centrality of the governing mechanism (the broker) in inter-firm collaborative networks.

Using a case study method approach, this paper studies three dynamic networks comprising firms that are not in a traditional supply chain relationship. The networks comprised firms engaged in the development of different aspects of an innovative automotive technology.

The study finds that broker’s centrality varies over time and is directly related to project performance; network structure and perceived broker power are related to broker centrality in dynamic networks. The more loosely connected a network is (open network), the more the degree of broker centrality. The higher the degree of expert power that a broker is perceived to possess, the higher is the degree of broker centrality.

Investigating governance mechanism and determinants of network outcomes in inter-firm collaboration for new product development represents a departure from the traditional studies on similar phenomena in vertically structured supply chain arrangements; thus, contributes to the literature on innovation in inter-firm arrangements. Understanding how the salient factors contribute to performance at the network level builds on firm level and dyadic level of analysis or focus of previous studies.