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The aim in this paper is to describe and explain the flexibility offered by different business models adopted by different firms as they strive to achieve higher levels of business performance.

Cross‐sectional research is used to investigate a matched pair sample of 20 high‐performing and 20 low‐performing firms in the UK. The relationship between business model architectures and focus are examined and their implications for flexibility are illustrated and discussed.

The flexibility offered by different business models is explored through the way organisations select and integrate three inter‐related elements to devise flexible business models, i.e. network influence, transactional relationships, and corporate ownership. Affected by situated practices in each business network and the market position or business size, companies select and integrate various configurations of these elements to respond to the constantly evolving demands of end‐customers.

Although based upon a cross‐sectional analysis of a matched pair sample, the concept of “flexible business models” has far wider managerial implications. The efficiency of the proposed approach is achieved through the reduction into three inter‐related elements that allow flexible configuration and re‐adjustment.

Companies can use the flexible business model approach to examine their own selection and integration of network influence, transactional relationships and corporate ownership and scrutinise their flexibility and performance in the marketplace.

The contribution of this paper is the development of the flexible business models concept, based on an empirical investigation of firms in the UK.

The study this chapter reports focuses on how network theory contributes to the understanding of the internationalization process of SMEs and measures the effect of network capability on performance in international trade and has three research objectives.

The first objective of the study relates to providing new insights into the international market development activities through the application of a network perspective. The chapter reviews the international business literature to ascertain the development of thought, the research gaps, and the shortcomings. This review shows that the network perspective is a useful and popular theoretical domain that researchers can use to understand international activities, particularly of small, high technology, resource-constrained firms.

The second research objective is to gain a deeper understanding of network capability. This chapter presents a model for the impact of network capability on international performance by building on the emerging literature on the dynamic capabilities view of the firm. The model conceptualizes network capability in terms of network characteristics, network operation, and network resources. Network characteristics comprise strong and weak ties (operationalized as foreign-market entry modes), relational capability, and the level of trust between partners. Network operation focuses on network initiation, network coordination, and network learning capabilities. Network resources comprise network human-capital resources, synergy-sensitive resources (resource combinations within the network), and information sharing within the network.

The third research objective is to determine the impact of networking capability on the international performance of SMEs. The study analyzes 11 hypotheses through structural equations modeling using LISREL. The hypotheses relate to strong and weak ties, the relative strength of strong ties over weak ties, and each of the eight remaining constructs of networking capability in the study. The research conducts a cross-sectional study by using a sample of SMEs drawn from the telecommunications industry in Ireland.

The study supports the hypothesis that strong ties are more influential on international performance than weak ties. Similarly, network coordination and human-capital resources have a positive and significant association with international performance. Strong ties, weak ties, trust, network initiation, synergy-sensitive resources, relational capability, network learning, and information sharing do not have a significant association with international performance. The results of this study are strong (R2=0.63 for performance as the outcome) and provide a number of interesting insights into the relations between collaboration or networking capability and performance.

This study provides managers and policy makers with an improved understanding of the contingent effects of networks to highlight situations where networks might have limited, zero, or even negative effects on business outcomes. The study cautions against the tendency to interpret networks as universally beneficial to business development and performance outcomes.

University libraries have traditionally been the primary caretaker of scholarly resources. However, as electronic modes of information delivery replace print materials, expectations of academic libraries have evolved rapidly. In this environment, academic libraries need to be adaptable organizations. Librarianship, though, is deeply rooted in strong values and beliefs which inherently limit receptivity to change and innovation, but these constraints are not absolute. Social network research indicates that professional advice networks play a significant role in how one thinks about and performs work and that individual perspectives are broadened when diverse input is received. Based on social network analysis methods, this study explored the relationship between individual receptivity to innovation and the composition of a person's professional advice network through a purposive sample of academic librarians in Illinois. The group completed a survey that explored two dimensions: (1) the nature of relationships within their professional advice network and (2) the individual's personal receptivity to innovation. Analysis of the nature of relationships within the professional advice networks was based on a combination of quantitative and qualitative techniques, in contrast to the analysis of the respondents’ receptivity to innovation which was based on quantitative measures. Based on the information from the 440 respondents, the results of this research indicate that there is a relationship between the size of the professional advice networks and individual's receptivity to innovation, but additional aspects of the professional advice network may play a role in an individual's overall receptivity to innovation.

Literature on strategic alliances (SAs) is large, diverse and growing. It needs synthesis and analysis for application and further research. Authors have also underlined the need for studies covering differences in structuring, situational application and management of alliances. This systematic literature review aims to cover dyadic, network and ecosystem (DNE) alliances with theory, context, characteristics and methodology (TCCM) methodology covering the life cycle stages of an alliance (pre-formation, formation and management) to uncover insights which inform practice and guide further research on this important subject.

This paper follows systematic literature review (SLR) methodology for research design and article selection and TCCM methodology for analysis. It also analyses the literature on DNE alliances using a nine-box matrix with DNE alliance forming one axis and three alliance lifecycle stages of pre-formation (alliance objectives), formation (alliance design and operationalisation) and post formation (alliance management) stages along the other axis.

Analysis indicates focus on individual firms and their own customer value proposition (CVP) in the dyadic and network alliances. Industries with fast-paced technological change benefit from loosely coupled alliances. Social context and social exchanges leading to collaboration and collective strengths mark network alliances, with a focus on knowledge creation and dissemination. Ecosystems focus on a collective CVP, which guides alliance behaviour. Ecosystem leadership guides this purpose through governance for sustained competitiveness. Negative consequences (dark side) of alliances can be mitigated by careful design, formation and management of DNE alliances.

While literature has focussed on static view of alliances in their industry or social context, this literature review analyses alliances along the dyadic, network and ecosystem typology, thus providing a new lens to study alliances. The review also recognises that alliances evolve over their life-cycle stages and observes their progression through their lifecycle stages aids for fuller comprehension of their behaviour. Areas for future research in structuring, leadership, value co-creation and technological change set an agenda for future research.

Dynamic managerial capabilities are drivers of alliance performance. The analysis using the nine-box matrix allows managers to better appreciate the options that exist and the consequences of their actions. Situating their alliance in the appropriate box can allow managers better plan, operationalise and manage their own alliances.

This systematic review compares and contrasts DNE alliances in extant literature and through their lifecycle stages. Insights from TCCM analysis and the nine-box matrix provide unique contribution to both theory and practice in this large and growing domain.

The purpose of this paper is to review the post‐1996 literature of information science and other disciplines for the application of social network theory and social network analysis to research that provides an understanding of information environments.

The literature review involved a content analysis of 373 articles retrieved from five electronic journal databases offering broad disciplinary coverage, and a selection of nine peer‐reviewed electronic access journals in information science. Each database was limited to academic or peer reviewed journals and searched using two query phrases: social network theory (SNT) and social network analysis (SNA).

The paper demonstrates the growth of interest by information science and other disciplines in research that applies social network theory and utilizes social network analysis, indicating what research approaches and major focus trends differentiate the disciplines.

The search phrases overlook articles using social networks as the only key phrase for indexing. However, the intention was to examine the application of a theoretical concept and specific methodology, so the terms used were appropriate for this purpose.

The paper identifies opportunities to apply social network theory and social network analysis to the study of the exchange of information resources.

The paper demonstrates that information science could advance valuable contributions to an understanding of information behavior using social network theory and social network analysis as a vehicle to connect with a significant body of existing research in other disciplines.

For many of the current leadership theories, models, and approaches, the answer to the question posed in the title, “Is leadership more than ‘I like my boss’?,” is “no,” as there appears to be a hierarchy of leadership concepts with Liking of the leader as the primary dimension or general factor foundation. There are then secondary dimensions or specific sub-factors of liking of Relationship Leadership and Task Leadership; and subsequently, tertiary dimensions or actual sub-sub-factors that comprise the numerous leadership views as well as their operationalizations (e.g., via surveys). There are, however, some leadership views that go beyond simply liking of the leader and liking of relationship leadership and task leadership. For these, which involve explicit levels of analysis formulations, often beyond the leader, or are multi-level in nature, the answer to the title question is “yes.” We clarify and discuss these various “no” and “yes” leadership views and implications of our work for future research and personnel and human resources management practice.

Advocacy for the re‐integration of highly differentiated, at times fragmented, construction project “teams” and supply chains has increased in this era of network competition, yet industry targets remain elusive. This paper aims to report on findings of research focused on the development and validation of the building‐blocks for relationally integrated value networks (RIVANS) that seeks to redress this issue.

Complementary theoretical streams are identified through an extensive literature review, and are used to shape and inform discussions of the key RIVANS themes of value objectives, network management, learning, and maturity. Four moderated focus groups hosted in each of two workshops in Hong Kong, are used to validate these themes. Each workshop typically comprised thematic focus group sessions in between introductory presentations and a plenary consolidation session.

The findings indicate strong support for the comprehensive coverage, appropriateness and practical relevance of the key RIVANS themes. The findings also suggest that public sector clients and procuring agents need empowerment to provide adequate leadership and create the environmental contexts required in RIVANS.

The chosen research approach and context may temper the generalisability of the findings reported in this paper. Therefore, researchers are encouraged to test the proposed RIVANS concepts in other contexts.

Implications for the development of basic implementation templates for RIVANS are discussed.

This paper responds to a clearly identified need for integrative value‐based models of competitiveness in construction.

The purpose of this chapter is to contribute to research in the field of international entrepreneurship by complementing existing levels of analysis with a network perspective that captures how the pursuit of international opportunities at the foreign market level unfolds through processes ingrained in the network structures that firms are embedded in. By performing a multilevel review of 50 studies within the international entrepreneurship research field, the chapter contributes with an analysis of the evolvement of the international entrepreneurship field between the years 1994 and 2010, a discussion of the field's current status and where it is going from here. The results of the review show that whereas early work in the field of international entrepreneurship is primarily concentrated on individual entrepreneurs or individual firms, network-level-focused studies dominate among the later publications. Studies that adopt explicit network approaches have the potential to contribute to international entrepreneurship research by being able to shed light on the actual mechanisms and processes by which foreign market opportunities are exploited.

This paper aims to apply innovation networks (INs) theory to the context of domesticated markets, where innovation triggers deinstitutionalization. In such contexts, the success of INs depends on their capacity to transform the business field in which they are embedded, so that it accommodates innovative business models. Such “institutional INs” beget a meso-level finality, and this poses different requirement on their effectiveness. The purpose of this paper is to confront extant models of collaborative innovation in networks with this specific context to offer exploratory insights into how innovation can be achieved in domesticated contexts and what the differential implications are for network configurations and strategic “reinstitutionalization” practices.

Based on an illustrative embedded case study in the Dutch steel industry, a framework offering indications on the effectiveness of discrete configurational dimensions and their fit with reinstitutionalization practices for institutional INs is suggested. The case builds on 26 semi-structured interviews and 4 focus groups with top managers in the industry. As the aim is to extend theoretical models of INs to this under-researched context, an abductive approach to theorizing, consistent with the extended case method, is adopted.

Findings suggest that collaborating to redesign an institutionalized business field collectively implies a more explicit attention to interdependencies within the business field.

Besides suggesting modifications to extant frames regarding heterogeneity in and the configuration of networks, this paper has some practical implications. The framework proposed offers managers some support in the largely ignored issue of developing a collective action network. With these findings, we aspire to stimulate further research into this relevant, yet underdeveloped, topic.

The study extends IN theory toward innovation realization in domesticated contexts. In such contexts, IN’s success depends on their capacity to transform the business field in which they are embedded, so that it enables innovative ways of creating end-customer value. Besides suggesting a new area for theorizing about innovation networks, institutional innovation networks are also a useful template for institutional innovation and collective action research. The paper offers a framework to support managers in the largely ignored challenge of developing a collective action network. In an increasingly transparent, connected and consolidated business environment, such a challenge becomes ever more essential.