Cooperative Strategies: evaluating network strategy management of small and medium-sized enterprises

Bortolaso, Ingridi Vargas; Verschoore, Jorge Renato; Júnior, José Antônio Valle Antunes

doi:10.7819/rbgn.v14i45.1286

Cited by 6 publications

(6 citation statements)

References 9 publications

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“…In the Brazilian context, several studies highlighted the motivations for cooperation (Verschoore & Balestrin, 2008a), network outcomes (Castro, Bulgacov, & Hoffmann, 2011;Marchi, Cassanego, & Wittmann, 2012;Verschoore & Balestrin, 2008b), learning processes (Balestrin et al, 2008;Estivalete, Pedrozo, & Cruz, 2008), difficulties faced by IONs (Esteves & Nohara, 2011;Wegner & Padula, 2012) and cooperation management (Bortolaso, Verschoore, & Antunes, 2012;Kwasnicka, 2006). However, only a small number of studies examined network developmental trajectories (Bortolaso et al, 2012;Camargo, Verschoore, & Padilha, 2013).…”

Section: A Common View Of the Modelsmentioning

confidence: 99%

“…However, only a small number of studies examined network developmental trajectories (Bortolaso et al, 2012;Camargo, Verschoore, & Padilha, 2013). …”

Section: A Common View Of the Modelsmentioning

confidence: 99%

“…The change of a shared governance model to a Network Administrative Organization (Provan & Kenis, 2007) allowed the SFN to establish more complex goals, increase member cohesion and intensify relationships. Bortolaso et al (2012) analyzed the management of twelve Brazilian SFNs and concluded that cooperative strategies are still at a low level of development in most networks. Only four SFNs were at a high stage of development of cooperative strategies.…”

Section: A Common View Of the Modelsmentioning

confidence: 99%

“…Similarly, Toigo and Alba (2010) revealed that many SFNs started in southern Brazil had difficulties in consolidation. Bortolaso, Verschoore and Antunes (2012) assessed the development level of cooperative strategies in twelve SFNs and concluded that they are at a low stage of development.…”

Section: Introductionmentioning

confidence: 99%

See 3 more Smart Citations

The life cycle of small-firm networks: an evaluation of Brazilian business networks

Wegner

Alievi

Begnis

2015

BAR, Braz. Adm. Rev.

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Interorganizational agreements and cooperative business networks became an important strategy for companies facing competitive disadvantages. Specially small and medium firms adopted collaborative network models as a way to overcome common problems. Over 1,000 small-firm networks (SFNs) are estimated to have been created in Brazil since the year 2000. This study aimed to propose a SFNs life cycle model, applying it to a sample of twenty-eight SFNs established in two regions of southern Brazil. The results revealed that 68% of the analyzed SFNs are declining or no longer in business. Among the active business networks, 21% remain at the development stage, and only 11% have achieved consolidation. Most SFNs analyzed fell into a stage of decline early on in the life cycle, incapable of reaching Consolidation. Although results are restricted to the analyzed sample, our study highlights that major managerial efforts are necessary to reach the consolidation stage due to network complexity and expectations of network members. We conclude the paper by presenting subsidies for public policy makers and strategies that SFNs may adopt to reach the status of consolidated networks.

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Section: A Common View Of the Modelsmentioning

confidence: 99%

“…However, only a small number of studies examined network developmental trajectories (Bortolaso et al, 2012;Camargo, Verschoore, & Padilha, 2013). …”

Section: A Common View Of the Modelsmentioning

confidence: 99%

Section: A Common View Of the Modelsmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

See 2 more Smart Citations

The life cycle of small-firm networks: an evaluation of Brazilian business networks

Wegner

Alievi

Begnis

2015

BAR, Braz. Adm. Rev.

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“…Following this line of research on cooperation, various studies have attempted to understand the motivations in the cooperation process between firms (e.g. Human and Provan, 1997;Cruz and Segatto, 2009;Bortolaso et al, 2012;Mazzarol et al, 2013;Balestrini et al, 2014;Franco and Haase, 2015;Harms et al, 2015). However, in this context, few studies seek to understand the cooperation process between cooperatives and their cooperators.…”

Section: Introductionmentioning

confidence: 99%

Cooperation process: what motivates individuals to participate in a cooperative?

Laurett

Franco

2018

IJMP

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Setting out from the relevance of cooperatives worldwide and their important economic and social role, this research aims to understand what motivates cooperators in different segments to be part of a cooperation process with a cooperative. To do so, an exploratory and qualitative study was carried out following the multiple case study method. For data-collection, ten semistructured interviews were held based on a previously defined script. These interviews were recorded and transcribed, followed by content analysis through codification and categorisation. From analysis of the interviews, 37 variables motivating members to participate in a cooperative were identified, with these being grouped according to their similarity in five categories: (1) external influences;(2) characteristics of the cooperative; (3) socio-psychological; (4) relationships; and (5) benefits. Some implications for theory and practice and suggestions for future research are also presented.

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Competitive Gains in Business Cooperation Networks in the State of Goiás

Martins¹,

Silva²

2015

SJBM

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This research aims to study the competitive gains of some Business Cooperation Network (BCN) selected, in the State of Goiás. This study aims to broaden the understanding of earnings and benefits provided by them. This research is characterized as qualitative and exploratory nature, and the method adopted for its implementation is the study of multiple cases. Three BCNs were analyzed in the State of Goiás As a result, between competitive gains identified in the studied BCNs, are: bargaining power, market power, prospecting opportunities, shared activities, complementarity, transactional ease, new products and services.

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Cooperative Strategies: evaluating network strategy management of small and medium-sized enterprises

Cited by 6 publications

References 9 publications

The life cycle of small-firm networks: an evaluation of Brazilian business networks

The life cycle of small-firm networks: an evaluation of Brazilian business networks

Cooperation process: what motivates individuals to participate in a cooperative?

Competitive Gains in Business Cooperation Networks in the State of Goiás

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