Marketing investments and market investments in industrial networks

Johanson, Jan; Mattsson, Lars‐Gunnar

doi:10.1016/0167-8116(85)90011-4

Cited by 179 publications

(105 citation statements)

References 4 publications

Supporting

Mentioning

100

Contrasting

Unclassified

Order By: Relevance

“…We excluded 26 subsidiaries from consideration because of incomplete data, leaving 99 subsidiaries, of which 83 were active in a wide range of manufacturing industries, such as the chemical industry, consumer electronics, food and beverages, and horticulture, and 16 were service companies, such as banks and insurance, consultancy, and transportation companies. Because manufacturing companies typically integrate into local networks of suppliers and customers (often other companies), they may have expansion patterns that are different from those of service companies (Johanson and Mattson, 1985). For this reason, manufacturing companies are often investigated separately (Buckley et al, 1978;Hedlund and Kverneland, 1983;Erramilli and Rao, 1993;Eriksson et al, 1997).…”

Section: Sample Selection and Data Collectionmentioning

confidence: 99%

“…Cyert and March, 1963). This model was inspired by the internationalisation patterns of the 1970s and earlier, when companies entered neighbouring countries by first using sales agents and then making direct investments (Johanson and Wiedersheim-Paul, 1975;Johanson and Mattson, 1985). In retrospect, this research was surprisingly modern in conceptualising the expansion of firms as a sequential, path-dependent learning process.…”

Section: Introductionmentioning

confidence: 99%

See 1 more Smart Citation

Internationalising in small, incremental or larger steps?

2007

View full text Add to dashboard Cite

We argue that companies may enter foreign environments either incrementally, as suggested by long-established theory, or by taking larger steps that may result in lower initial performance but, through learning and experience, lead to increased performance in future expansions. This idea is corroborated by the experience of Dutch companies entering into Central and Eastern Europe. We also find that expansion steps may be too large, thereby limiting the exploration of foreign environments. Our study suggests that sequential internationalisation strategies do still matter, and that companies have to balance exploitation and exploration in internationalisation.

show abstract

Section: Sample Selection and Data Collectionmentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

Internationalising in small, incremental or larger steps?

2007

View full text Add to dashboard Cite

show abstract

“…Network position "describes how the firm is related to other firms in the network" (Gadde and Mattsson, 1987, p. 30) based on firm and network resources (Mattsson, 1989;Snehota, 1990). Network position represents a market asset which provides access to the assets of other firms in the network (Johanson and Mattsson, 1985). The use of a network position -through influencing, controlling, mobilizing (Allen, 2003) -will vary by the extent of network structure (Mattsson, 1989).…”

Section: Power From a Business Network Perspectivementioning

confidence: 99%

The dynamics of networked power in a concentrated business network

Olsen

Prenkert

Hoholm

et al. 2014

Journal of Business Research

View full text Add to dashboard Cite

The purpose of this paper is to investigate the dynamics of networked power in a concentrated business network. Power is a long standing theme in inter-organisational research, yet there is a paucity of studies about how power emerges and is constructed over time at the network level. The paper adopts process, systems and network theory to interpret a rich single case study from the food industry. Three power mechanisms are identified, gatekeeping, decoupling and resource allocation, which form the basis of a model of networked power dynamics. Empirically tracing the dynamics of networked power highlights the economic contents of interactions. The paper extends current understandings of power as 'conflict and

show abstract

“…The notion of 'networks' has been applied by a growing number of researchers in different business and management sub-disciplines including organisational studies (Salancik, 1995;Uzzi, 1996;Zaheer and Bell, 2005;Kilduff and Brass, 2010;Tichy et al, 1979), knowledge management (Cross and Parker, 2004;Reagans and McEvily, 2003), innovation (Freeman, 1991;Ahuja, 2000;Dhanaraj and Parkhe, 2006) and international business and marketing (Coviello andMunro, 1997, 1995;Ellis, 2000Ellis, , 2011Johanson and Vahlne, 2009;Zhou et al, 2007;Sharma and Blomstermo, 2003;Tikkanen, 1998;Mattsson, 1997;Johanson and Mattsson, 1985).…”

Section: Introductionmentioning

confidence: 99%