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Book part
Publication date: 31 December 2003

Mihnea C Moldoveanu, Joel A.C Baum and Tim J Rowley

We introduce a multi-level model of the dependence of interfirm network topologies on the distribution and commonality of information in a network and the information strategies

Abstract

We introduce a multi-level model of the dependence of interfirm network topologies on the distribution and commonality of information in a network and the information strategies pursued by its member firms. Network topology, information properties of the network, and firm-level action within the network form dynamic, recursive, cross-level relationships – information properties in the network determine firm-level action, which in turn impacts the network topology and information properties. We derive predictions about the kinds of information strategies that firms are likely to adopt and succeed with in different information regimes, and about the kinds and short- and long-run dynamics of network topologies expected under different information regimes. Our model sheds new light on network topologies as a dependent variable that can be explained by network-level information regimes and firm-level information strategies.

Details

Multi-Level Issues in Organizational Behavior and Strategy
Type: Book
ISBN: 978-0-76231-039-5

Book part
Publication date: 26 October 2021

Denise Bedford and Thomas W. Sanchez

This chapter highlights the importance of strategically managing knowledge networks. Strategic management is defined as being aware of current knowledge networks, understanding…

Abstract

Chapter Summary

This chapter highlights the importance of strategically managing knowledge networks. Strategic management is defined as being aware of current knowledge networks, understanding current knowledge stocks, and identifying gaps. It also involves assessing the knowledge needs of business units and ensuring that those needs are addressed. The chapter also highlights the importance of having a vision of a healthy knowledge network.

Details

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

Article
Publication date: 17 December 2019

Adesegun Oyedele and Fuat Firat

The purpose of this paper is to respond to the call of international marketing professionals for more studies on strategies that firms use in response to the complexities of…

Abstract

Purpose

The purpose of this paper is to respond to the call of international marketing professionals for more studies on strategies that firms use in response to the complexities of interacting with other institutions in the emerging markets (EMs) of sub-Saharan Africa. The key research question investigated by employing the exploratory qualitative data gathered is: What strategies and global alliances do small local firms (SLFs) in Nigeria adopt to succeed under complex market conditions?

Design/methodology/approach

The methodology employed is exploratory qualitative research. The authors conducted extended interviews to generate rich case study data from the top management of the selected SLFs in Nigeria. The interview data were assessed using open, axial and selective coding to uncover macro-narratives that guide SLFs’ strategies and global alliances.

Findings

The macro-narratives derived from the qualitative case analysis reveal a theoretical framework centered on three major elements of competitive strategies in Nigeria: build global capacity and strategic alliances from the get-go; develop local strategic alliances; master matching alliance partners’ needs to create innovative payment plans and, when necessary, shift the transaction cost burden to alliance partners. Matching theory rather than traditional network theories is better at explicating SLFs’ alliances in Nigeria. Implementation of these strategies requires flexible strategic initiatives.

Originality/value

The study adapts institutional interaction theory, network theory, matching alliance perspective, trade credit theories and the literature on small firms’ strategies in EMs to explicate successful small local firm strategies and global alliances under complex market conditions in Nigeria. The recognition that SLFs regularly migrate and shift the burden of transactions’ cost to multiple stakeholders in the supply network by matching customers and supplier needs is important. The discovery of matching theory in explicating SLFs’ global alliances in Nigeria is unique to this study.

Details

International Marketing Review, vol. 37 no. 1
Type: Research Article
ISSN: 0265-1335

Keywords

Article
Publication date: 1 September 2008

Chi‐Hsing Tseng and Hsin‐Chih Kuo

By applying a network theory, this study explores the relationships between internationalization models and the adoption of network strategies. Based on the time period between a…

Abstract

By applying a network theory, this study explores the relationships between internationalization models and the adoption of network strategies. Based on the time period between a firm’s inception and its first year of investing abroad, this study compares firms with two different types of internationalization process: “Born Global” and “Incremental”. This study also proposes two kinds of network strategies: business and social. After investigating 138 foreign direct investment (FDI) cases of Taiwanese firms in China or the USA, we find that compared to Incrementals, Born Globals are more likely to adopt social network strategies with the local community. This research also finds there is a strong relationship between the foreign investment country and network strategies. Compared to firms with FDI in the USA, firms investing in China rely more on co‐operative production systems and are more likely to utilize social relationships with the local community and government authorities.

Details

Journal of Asia Business Studies, vol. 3 no. 1
Type: Research Article
ISSN: 1558-7894

Keywords

Article
Publication date: 1 May 2006

Robyn Stokes

Seeks to understand the inter‐organisational networks that influence events tourism strategy making by public‐sector event development agencies in Australia.

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Abstract

Purpose

Seeks to understand the inter‐organisational networks that influence events tourism strategy making by public‐sector event development agencies in Australia.

Design/methodology/approach

A qualitative methodology of convergent interviews, followed by multiple case research across six Australian states and territories, was employed. The inter‐organisational relationships and networks of events agencies that impact on their strategy processes for events tourism were the “cases” in focus.

Findings

Strategies of a reactive‐proactive nature mostly guide events tourism development by Australia's corporatised event development agencies. These agencies maintain “soft”, loosely formed networks that consist of relatively stable clusters of intra‐governmental and corporate membership with a peripheral, ad hoc membership of other stakeholders.

Research limitations/implications

Although the paper studies perceptions of strategy making at a single point in time, it provides valuable insights into the public sector environment, institutional settings and key relationships that impact on events tourism strategies.

Practical implications

Event development agencies should consider how the unique requirements of event bidding, event development and expansion might facilitate different types of stakeholder engagement and network formation. Integration of regional, metropolitan and state strategies for events tourism may also widen the network of influence on strategies.

Originality/value

The paper informs public sector operatives establishing or managing event development agencies, where tourist generation is a primary marketing goal. It contributes new knowledge in a tourism field that is under‐researched.

Details

European Journal of Marketing, vol. 40 no. 5/6
Type: Research Article
ISSN: 0309-0566

Keywords

Article
Publication date: 1 February 2021

Helen McGrath and Thomas O'Toole

The purpose of this paper is to identify the early stage network engagement strategies that new ventures use to gain traction in interaction in the development of network

Abstract

Purpose

The purpose of this paper is to identify the early stage network engagement strategies that new ventures use to gain traction in interaction in the development of network capability.

Design/methodology/approach

Using 24 new ventures in the micro-brewing industry in Ireland, Belgium and the USA as an empirical base, the authors use an inductive case study approach owing to the exploratory nature of the research aim and the lack of prior literature in the area.

Findings

The findings suggest five early stage network engagement process strategies in network capability development: business-to-business network prospecting; co-branding/co-promoting activities; from maker-mindset to adapting; social media platforming; and recognition and activation of network role.

Research limitations/implications

The findings are limited to the micro-brewery sector at one point in time, although in multiple country contexts. Analyzing other sectors and taking a temporal view of strategizing, analyzing the sector at another time point, would show how dynamics in engagement change as the actors acquire new experiences from interaction.

Practical implications

The potential to gain from network resources and the paucity of these resources in new ventures makes early stage engagement strategizing for network capability development an attractive business strategy for new firms. All firms are born within a social network that has economic importance. Identifying the five early stage network engagement strategies can mitigate the challenge for the new venture in moving from the initial social network to collaborating within wider business networks to gain access to resources, technology and customers.

Originality/value

Strategizing in new venture contexts is a relatively new stream of research for the industrial marketing and purchasing group. This paper adds to the growing body of literature that places interaction, relationships and networks at the heart of strategy making and provides important insights for new ventures, which may lead to earlier and greater success for the firms. The authors respond to calls for increased research addressing capability development in a new venture context and for research to take a more interactive perspective on new venture processes.

Details

Journal of Business & Industrial Marketing, vol. 36 no. 9
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 1 April 2021

Yi Qu, Zhengkui Lin and Xiaonan Zhang

The purpose of this paper is to research the price strategies of online knowledge payment product by considering network externality in the C2C sharing economy.

Abstract

Purpose

The purpose of this paper is to research the price strategies of online knowledge payment product by considering network externality in the C2C sharing economy.

Design/methodology/approach

Considering the characteristics of online knowledge goods and the social network externality of consumers, this study establishes a consumer utility function. On this basis, a multistage game pricing model of online knowledge products is established based on three kinds of network price strategies under a completely competitive market structure. It also analyzes the influence of consumer social network structure and consumer utility on online knowledge product pricing and producer profit, as well as the influence of consumer quantity and discount rate on pricing strategy.

Findings

The consumer social network and consumer utility affect the pricing of online knowledge product under different price strategies. In the growth period of the platform, adopting the price discrimination strategy, the profit of producers is significantly higher than that of other price strategies, and producers should choose effective price strategies for reasonable pricing in combination with their own sales objectives.

Originality/value

This study enriches the literature on the pricing model of online knowledge payment product and owns a practical significance to guide the knowledge producers’ marketing strategies to increase profit.

Book part
Publication date: 12 May 2017

Mitsuru Kodama

As a company that has continuously achieved business innovation, Apple in the United States has successfully applied strategic knowledge creation to produce a series of products…

Abstract

As a company that has continuously achieved business innovation, Apple in the United States has successfully applied strategic knowledge creation to produce a series of products that integrate various digital devices as well as diverse contents and applications, such as the iPod, iPhone, and iPad, based on a corporate vision of a digital hub concept. At the same time, the redefining of corporate boundaries that expanded Apple’s business in a horizontal direction from the Macintosh PC business to the delivery of music, smartphones, and tablets is also an indication of the evolution of a corporate vision involving Apple’s strategic transformation. This chapter presents the strategic and creative processes that enabled practitioners, including the late Steve Jobs, to demonstrate “strategic innovation capability” by “holistic leadership” at every level of management at Apple and successfully achieve a business ecosystem strategy through “creative collaboration” across diverse boundaries within and outside the company.

Article
Publication date: 22 September 2022

Carl Arthur Solberg and François Durrieu

This paper aims to explore different strategic avenues in international markets. In particular, the authors investigate the role of four marketing tactics – marketing network

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Abstract

Purpose

This paper aims to explore different strategic avenues in international markets. In particular, the authors investigate the role of four marketing tactics – marketing network, domestic network, standardization/adaptation and positioning. The authors aim at identifying optimal use of these strategic vehicles to achieve firm performance.

Design/methodology/approach

The authors construct a database of 132 Norwegian exporters and identify, through cluster analysis, three different categories of firms. They use multi-group analysis to explore strategy–performance pattern in each group.

Findings

All four strategic levers impact positively on the performance, but only two of them (marketing networks and positioning) with major impact. Standardization and domestic networks play a minor role. Based on these strategic levers, the authors identify three strategic groups (opportunists, networks seekers and global marketers) with different optimal export strategy patterns. The authors argue that these groups represent firms in different stages, epitomizing a learning process in three stages.

Research limitations/implications

A broader perspective of strategy variables should be included to get a more complete picture of the “optimal” model for different groups of exporters. Other marketing mix factors and the firm’s stance toward governance in international markets (operation modes) should therefore be included in the repertoire of strategy drivers determining group membership and to analyse their pattern.

Practical implications

Opportunists are advised to focus on positioning through domestic network relations; network seekers should concentrate on building marketing networks. Global marketers may carry out standardization strategies – preferably in collaboration with their marketing partners in export markets. For the two other groups, there is no evidence that speak in favour of such approach, nor for its counterpart, adaptation. For export promotion agencies, the authors suggest enhanced support to establish network partners.

Originality/value

The authors introduce strategic levers not yet explored in the export literature. Furthermore, they use a contingency causal approach to explain differences in strategy development (in international markets) and the link with performance.

Details

Journal of Business & Industrial Marketing, vol. 38 no. 7
Type: Research Article
ISSN: 0885-8624

Keywords

Article
Publication date: 22 November 2011

Jukka Lassila, Tero Kaipia, Juha Haakana and Jarmo Partanen

The purpose of this paper is to establish a methodological framework to address key issues in electricity distribution network development. The paper defines subtasks in the…

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Abstract

Purpose

The purpose of this paper is to establish a methodological framework to address key issues in electricity distribution network development. The paper defines subtasks in the strategy process and presents key elements in the strategy work and long‐term network planning. The results are illustrated by a case network.

Design/methodology/approach

The paper describes the methodology for cost and reliability analyses in the strategy work. The focus is on techno‐economic feasibility of certain network development technologies in the network strategy and the surveys are linked to economic regulation, specifically to reliability of supply and allowed return. The study addresses the stages of strategic decision making and compilation of investment strategies.

Findings

The strategic planning concept and methods are applicable in practice; the results have proven valuable in the long‐term business development and in discussions with the company owners. Outage costs are an essential element in the economic regulation of the business, reliability being a key driver in network planning.

Research limitations/implications

There is no universal solution to strategic decision making, but each development task is highly case specific. This is due to diverging operating environments and targets set by the company owners; these issues strongly influence the strategy process.

Practical implications

The work illustrates strategic planning in an actual distribution company and shows how the methodology can be applied to the strategic network development. Nevertheless, the results cannot be generalised as such, but each network has to be considered individually.

Originality/value

The proposed concept can be applied to the long‐term development of distribution networks. The results are internationally applicable, yet diverging regulatory models call for specific methodology in each country.

Details

International Journal of Energy Sector Management, vol. 5 no. 4
Type: Research Article
ISSN: 1750-6220

Keywords

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