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Relationships between firm resources and strategic orientations In small firms were explored In a study of 660 small firms. By using a resource-based view of the firm, we considered entrepreneurship and small business management as firm behavior-In contrast to focusing only on decisions and characteristics of the small business manager. "Managerial firms" were analyzers and used market strategies. "Technological firms" were prospectors and used product and growth strategies. "Traditional firms" avoided growth or risk-taking strategies. Firms having few resources lacked strategic orientation and were stuck In the middle.The choice of competitive strategy is one of the most important decisions for small business success. Traditionally, external adaption or orientation has been the focus of strategy process research. We know little, however, about the relationships between the firm's internal resources and the strategic orientations. Current issues that call for action in strategy research include why small business managers make certain strategic choices rather than others, and how small business managers can develop competitive strategies based on available resources. In order to achieve high performance each strategy must be supported with appropriate resources and distinct competencies (Snow & Hrebiniak, 1980). Before we address these questions we need, however, to understand the relations between strategies and resources, including the relationships between various resource configurations and the actual competitive strategies employed by small firms.The competitive strategy literature based on Porter's seminal contributions and Miles and Snow's (1978) typology focuses on the competitive positioning part of strategy. It has to a lesser extent highlighted the internal parts of the firm. Day and Wensley (1988) as well as Spender (1993) called for research addressing the conversion of an organization's skills and resources into positional advantages. We may find that the most critical elements in creating sustainable competitive advantage are found in the internal resource configuration of the firm (Amit &

This paper deals with the choice of methodological approach within strategic network research. Network-oriented research approaches indicate a broader set of organizational and environmental variables. The issue of trust in network relations implicates contextual aspects such as the socio-cultural foundation of people's interaction. The striving toward more complex, multi-level models of strategy is seen to put a heavy burden on the development of adequate strategy research methods. The paper reports and interprets experience from a case study of inter-organizational exchange governance in small firms. The discussion suggests a need for more in-depth knowledge of cultural contexts, and of socioeconomic relations of actors within strategic networks. The paper recommends a search for new methodological inputs from other academic disciplines more experienced with human interaction research. In particular, methodological tools found within the field of social anthropology are recommended.

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This paper contributes to the understanding of small firms directorates in developing informal strategic networks. These networks are of great importance to small firms, and directorates may play a central role in creating, maintaining, and influencing external contacts of importance to the firm. In a field survey of 104 dual leadership joint stock hotels in Norway and Sweden, associations between board composition, board-management relations, and director incentives, and the boards’ networking involvement have been explored. The study revealed the importance of the directors’ incentives in taking care of the networking functions of contacting and lobbying.

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The sea ice in the Arctic has shrunk significantly in the last decades. The transport pattern has as a result partly changed with more traffic in remote areas. This change may influence on the risk pattern. The critical factors are harsh weather, ice conditions, remoteness and vulnerability of nature. In this paper, we look into the risk of accidents in Atlantic Arctic based on previous ship accidents and the changes in maritime activity. The risk has to be assessed to ensure a proper level of emergency response. The consequences of incidents depend on the incident type, scale and location. As accidents are rare, there are limited statistics available for Arctic maritime accidents. Hence, this study offers a qualitative analysis and an expert-based risk assessment. Implications for the emergency preparedness system of the Arctic region are discussed.