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This conceptual paper focuses on the management challenges of different types of strategic business nets. First, we propose a valuesystem continuum that forms the basis for classifying different types of strategic nets. Then, a classification of these nets is suggested and discussed with illustrative examples. This is followed by identification and analysis of the core managerial questions and capabilities required in management in strategic nets. A discussion of the theoretical and managerial implications, and of future research needs, concludes the paper. D 2004 Elsevier Inc. All rights reserved.

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We examine network relationships, particularly the type and strength of these relationships and how firms use them in order to commercialize different types of innovations. We conduct an in–depth case study of four small firms to provide insight on how and why a portfolio of network relationships (e.g., suppliers, distributors, customers, and research institutes) helps small new innovative firms to gain resources. We develop a framework of four innovation types and expand on how successful commercialization for each innovation type requires certain types and strength of relationships. Both types (systemic and autonomous) of radical innovations require strong collaborative ties with customers, whereas incremental innovations are commercialized through different types of downstream networks.

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