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International entrepreneurship is a promising research stream which focusses on how established firms expand internationally. This study aims to understand the role of a strategic net on the internationalisation process of the firms. By viewing internationalisation as a multilateral network development process, this paper focusses on the development of relationships induced by a strategic net and how those relationships can support firms to overcome both the liabilities of outsidership and foreignness as two different, yet interlinked processes. To this end, we perform a longitudinal exploratory case study of a strategic net in the Pharma industry. Our results show the following: First, the social exchange between the members of the strategic net enables the creation and exploration of opportunities for internationalisation. Second, the strategic net can be a mechanism for overcoming the liability of foreignness (a lack of institutional market knowledge)especially in the context of heavily regulated industries. And, third, with regard to the liability of outsidership, when breaking into foreign networks, firms reflect their idiosyncratic capabilities and differentiated views in the creation and development of opportunities with specific counterparts.

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Purpose – The aim of this paper is to characterize adaptation processes in business relationships. The nature of adaptive behavior is described by outlining activities and events in these relationships. The role of perceived product importance and complexity in the character of the adaptations processes is sought. Design/methodology/approach – A case study approach is adopted and two long-term relationships between buyers and sellers of capital equipment in the mining industry are investigated. Perspectives from both sides of the dyad (buyer and seller) were attained through in-depth interviews. Findings – Findings show that supplier-based adaptations occur more frequently than customer-based adaptations. The market antecedents of concentration and resource dependency are identified as drivers of adaptive behavior. Furthermore, product importance and complexity are key drivers to adaptation processes and the development of long-term relationships. Supplier's brand name and the choice of a direct channel strategy are identified as indicators of long-term commitment to the market. Moreover, two-task related factors were extremely relevant as selection criteria for capital equipment: the functional suitability and the degree of standardization/customization of the equipment. Research limitations/implications – The findings are specific to the market environment and recommendations are given for the realm of the mining industry. Multi-case studies in multi-contexts should be conducted to enable generalization and potential theory-building. Practical implications – A number of important managerial implications for buyers and sellers of capital equipment in the mining industry are given. Originality/value – This paper contributes to knowledge by providing rich descriptions of adaptation processes. This real life evidence enables the identification of major drivers of adaptive behavior and, consequently, the development of long-term successful relationships.

Purpose Several studies have focused on the development of relationships between buyers and sellers; however, we still have a limited understanding of the interaction processes of the relationships between competitors over time. This paper aims to explore the development of relationships between competitors adopting an interaction and network approach. Design/methodology/approach This study examines nine relationships between competitors that are part of two multi-actor alliances in the pharmaceutical industry. The study builds on nine longitudinal case studies supported by 24 in-depth interviews. Findings The findings reveal that the development of the relationships between competitors within the alliances comprises exchange and coordination processes. The cases show that relationship development is a “never-ending process” within the alliance that includes five phases: co-existence, formation, development, dormancy and dissolution. A third party is identified as having a catalyst role in relationship development. Originality/value Supported by a comprehensive literature review on relationship development models, this study highlights the value of applying an interaction and network approach for studying relationships between competitors.

Purpose -The purpose of this paper is to understand the intercompetitor relationships response to the contextual developments, the interaction processes between participants and the relationship nature and outcomes. Design/methodology/approach -A model to study intercompetitor strategic alliances, within the theoretical realm of business relationships and industrial networks, is proposed. Methodological challenges related to this phenomenon are put forward and manners to overcome them are suggested. Findings -The proposed model encompasses four components: interaction context, relationship nature, interaction processes and relationship outcomes. The specificities of intercompetitor interaction are considered, leading to the inclusion of the relationship nature's dimension that tackles the coopetition character of such relationships. Further, since the relational aspects of the relationship are highlighted, in relation to the economic exchanges' characteristic of vertical relationships, it is expected, in the horizontal business interactions, that coordination processes prevail over adaptation processes. Originality/value -Strategic alliances established between competitors are a growing phenomenon that may entail many benefits to those involved in these relationships. Still, business interactions between competitors are not sufficiently investigated and conceptualized. It is argued that an enlarged view of intercompetitor relationships is attained by using a dyadic and network perspective.

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