How to influence the birth of new business fields — Network perspective

Möller, Kristian; Svahn, Senja

doi:10.1016/j.indmarman.2008.02.009

Cited by 105 publications

(112 citation statements)

References 54 publications

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“…Seeing strategic nets as constitutive of markets builds on extant understandings of field-shaping (cf. Möller, 2006;Möller, 2010) where markets-as-networks are understood to be transformed through the actions (and interactions) of the various network members (Möller & Svahn, 2009). Additionally, our data suggest that strategic nets are central institutions in the constitution of broader systems such as healthcare provision.…”

Section: Discussionmentioning

confidence: 99%

“…This conceptualisation enables us to focus our study on common interests and the valuable technical and market knowledge that underlies collaborative moves. As we have seen, strategic nets are understood to contribute towards the creation of entirely new business fields and markets (Möller, 2010;Möller & Svahn, 2009), and provide a focal point of resources, required for commercialization (Aarikka-Stenroos & Sandberg, 2012). Two pertinent issues are consistently foregrounded in association with strategic nets: their structure and management.…”

Section: Strategic Network and Strategic Netsmentioning

confidence: 99%

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Managing to make markets: Marketization and the conceptualization work of strategic nets in the life science sector

Mason

Friesl

Ford

2017

Industrial Marketing Management

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This paper presents one of the first studies to identify and explain the marketization work of a strategic net. Through a study of the Stevenage Bioscience Catalyst -a strategic net formed to support the marketization of Life Science Discoveries -we generate insights into the everyday work that makes marketization happen. Marketization is understood as the process that enables the conceptualisation, production and exchange of goods. Our findings focus on one specific form of marketization work found to be core to the strategic net: conceptualisation work. Three forms of conceptualisation work are identified: conceptualising actors' roles, conceptualising markets and conceptualising goods. These manifest as routinized, recursive practices. Our analysis reveals how these practices gather together multiple forms of scientific, technical and market knowledge to generate new market devices that transform market rules and conventions, and introduce new methods and instruments of valuation that change the market. In contrast to extant studies that claim a strategic net's activities influence markets; our findings position the conceptualisation work of the strategic net as constitutive of markets and the broader system of provision for 'healthcare' and 'health futures'.

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Section: Discussionmentioning

confidence: 99%

Section: Strategic Network and Strategic Netsmentioning

confidence: 99%

Managing to make markets: Marketization and the conceptualization work of strategic nets in the life science sector

Mason

Friesl

Ford

2017

Industrial Marketing Management

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“…For the central actor to increase its ability to profit from its stakeholders, having a comprehensive understanding of their needs and interests is crucial. This can only be achieved through a continuous collection and analysis of stakeholder data from a range of sources (Dhanaraj & Parkhe, 2006;Möller & Svahn, 2009;Müller-Seitz, 2012). However, to benefit from this data, the central actor needs to be able to unify it.…”

Section: Knowledge Unification (Stakeholder Profitability Driver) Andmentioning

confidence: 99%

“…The contemporary contributions to this theory mostly ignore the role of stakeholders in creating value for the central actor and each other (Freeman, Harrison, Wicks, Parmar, & De Colle, 2010;Harrison & Wicks, 2013;Lankoski, Smith, & Van Wassenhove, 2016). It is precisely the role of the central actor to ensure the sustainability of the sharing economy platform by continuously co-developing value-adding offerings with and for its diverse stakeholders while increasing value capture opportunities for itself (Dass & Kumar, 2014;Gawer & Cusumano, 2014;Gobble, 2014;Möller & Svahn, 2009). The central actor can achieve this by establishing and managing a symbiotic stakeholder network that "facilitate[s] exchange and value creation" (Aarikka-Stenroos & Ritala, 2017, p. 25) for all of its stakeholders.…”

mentioning

confidence: 99%

The role of a central actor in increasing platform stickiness and stakeholder profitability: Bridging the gap between value creation and value capture in the sharing economy

Laczko

Hullová

Needham³

et al. 2019

Industrial Marketing Management

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The viability of a sharing economy platform is determined by the central actor's ability to actively manage and, in the long term, maintain synergies between the value it creates and the value it appropriates. • Development of a multi-stakeholder network in the sharing economy is not selfgoverned, but rather a well-designed process that is developed and managed by the central actor. • We posit eight value-driving mechanisms through which the central actor can simultaneously increase platform stickiness (ability to draw in and keep stakeholders) and stakeholder profitability (ability to capture value from multiple stakeholders). • We integrate value-driving mechanisms in the Platform Stickiness-Stakeholder Profitability Framework that not only offers novel theoretical insights, but can also be used by practitioners to improve their stakeholder management strategies. • Our study extends the sharing economy literature into the B2B context by providing empirical insights into the UK's first-of-a-kind B2B platform that is disrupting the events industry.

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“…In literature the terms business network, strategic network and value network usually refer to intentionally formed networks where an actor can, at least to a reasonable extent, exert influence and control on the behaviour of other parties of a business network (Christopher, 1998;Möller and Svahn, 2009;Svahn, 2004;Vervest et al, 2005). The value activities carried out by differing economic players are linked to each other through different flows such as material, information, financial resources and relationships (Parolini, 1999).…”

Section: Business Networkmentioning

confidence: 99%

Triple Role of Business Model Co-Creation in Business Networks

Heikkilä

2016

JMBMIT

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This paper focuses on the topics of learning and coordination within emerging business networks. It discusses the triple role of Business Model co-creation process within business networks: first the process helps the business network to learn and create trust between the partners, second it helps the partners to estimate the feasibility and fairness of the cooperation, and third, it helps the business network to agree on the use of differing coordination mechanisms. This paper contributes to the existing literature on business model co-creation and coordination in networked settings.

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How to influence the birth of new business fields — Network perspective

Cited by 105 publications

References 54 publications

Managing to make markets: Marketization and the conceptualization work of strategic nets in the life science sector

Managing to make markets: Marketization and the conceptualization work of strategic nets in the life science sector

The role of a central actor in increasing platform stickiness and stakeholder profitability: Bridging the gap between value creation and value capture in the sharing economy

Triple Role of Business Model Co-Creation in Business Networks

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