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.

This paper focuses on the role of knowledge in intentionally created business networks called nets. Nets are seen to offer firms collective benefits beyond those of a single firm or market transaction. We propose that the types of knowledge and learning required in the management of different types of business net are dependent on the value creation characteristics of the net types. Based on this we suggest a classification of three generic net types -'current business nets', 'business renewal nets', and 'emerging new business nets' -and argue that they pose different conditions for management in nets. Using this framework and integrating notions from the industrial network approach, strategic management and dynamic capabilities view, and organizational learning we make a number of observations and propositions about the role of knowledge and learning in the three types of business net. The paper contributes to the emerging theory of network management.

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This conceptual article focuses on the management of strategic business networks. Networks are seen to offer firms collective benefits beyond those of a single firm or market transaction. We aim to contribute to the development of the emerging theory of network management by integrating notions from the Industrial Network Approach, strategic management, and the Dynamic Capabilities View. Our starting premise is that the characteristics of the task that organizations try to accomplish through forming a specific strategic net, influence the management of that net and thus the capabilities required. In other words, we expect different types of strategic nets to require different managerial skill sets or capabilities. On the basis of this premise, we suggest a classification system for different types of strategic nets, identify key management issues that arise in operating in a network context, and consequently identify the basic capabilities required in managing different types of strategic nets.

PurposeThe purpose of this paper is to identify the key capabilities required in supply net management.Design/methodology/approachUses the Management Capability Framework to break down supply net management into different modes and identify capabilities required in them.FindingsReveals that the supply activity of companies increasingly takes place in intentionally developed strategic networks called supply nets. These networks pose distinctive challenges for supply chain management. Identifies four diverse but simultaneously extant modes of management in the supply net context, and discusses the key managerial capabilities in each mode.Originality/valueProvides a conceptual framework to fulfill the identified need to understand management in the network management context. This paper enables researchers and business practitioners to identify the strategic focus and key capabilities required in managing supply nets.

Purpose -Purchasing has emerged as a key source of competitive advantage. This paper aims to explore how different purchasing strategies are connected to complex supply relationships and to the goal of purchasing. Design/methodology/approach -The study draws on the literature on industrial network theory and industrial buying behaviour. Findings -The contribution describes six types of purchasing strategies that firms exert. These strategies depend on the complexity of supply relationships and the buyer's purchasing goal. Conventional products and services are bought through transactional exchange relationships, whereas strategically important items are purchased through intentional supply networks. Practical implications -Purchasing strategies of a firm emphasise either efficiency or effectiveness of operation. The type of exchange varies according to the nature of supply relationships: it is either transactional or relational. A key implication for managers is that they should recognise the goal of buying, the strategic importance of the object of purchasing, and choose accordingly between the different types of supplier structures. Originality/value -The paper shows that firms' purchasing strategies depend on the nature of their supply relationships and the motive for purchasing. Different strategies emphasise different aspects and events that ultimately manifest themselves in the firms' business models.