Reforming the traditional organization: The mandate for developing networks

Cravens, David W.; Shipp, S.; Cravens, Karen S.

doi:10.1016/0007-6813(94)90043-4

Cited by 40 publications

(29 citation statements)

References 2 publications

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“…It can also be claimed, that studies examining management in particular nets have not provided a unified theoretical base for identified differences in management (Achrol, 1997;Cravens et al, 1994;Piercy & Cravens, 1995). Compared to this extant research we contend that our framework makes a significant contribution by proposing a systematic, theory-based conceptualization relating the ontological characteristics of the types of intentional business nets to their knowledge and learning requirements.…”

Section: Theoretical and Managerial Implicationsmentioning

confidence: 78%

“…Notable exceptions are the work by Achrol (1997), Cravens, Shipp, and Crawens (1994), de Man (2004), , Piercy and Cravens (1995); we are focusing on these, although we certainly feel that more research must be available. Achrol (1997) distinguishes four network forms, (1) internal market networks, (2) vertical market networks, (3) intermarket networks, and (4) opportunity networks.…”

Section: Strategic Business Nets -Extant Classificationsmentioning

confidence: 93%

“…-Standardization networks, between horizontal or diagonal partners and often co-opting companies aiming to set dominant technology in a product/service field; market development and competition oriented; example networks: WAP Forum, Symbian coalition, both in the mobile telephony operating systems. de Man's (2004) network classification usefully covers the earlier work of Achrol (1997), Cravens et al (1994), and Snow et al (1992). One should note that in his solution the supply oriented network types also covers customer or distribution networks "… because these are fundamentally the same" (2004,19).…”

Section: Strategic Business Nets -Extant Classificationsmentioning

confidence: 97%

“…We contend that this framework captures the complexity and variety of the expanding strategic business nets in a more valid way than the extant classifications of network organizations (cf. Achrol, 1997;Cravens et al, 1994;de Man, 2004;Piercy & Cravens, 1995;Snow et al, 1992).…”

Section: Theoretical and Managerial Implicationsmentioning

confidence: 98%

See 3 more Smart Citations

Rise of strategic nets — New modes of value creation

Möller¹,

Rajala²

2007

Industrial Marketing Management

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Section: Theoretical and Managerial Implicationsmentioning

confidence: 78%

Section: Strategic Business Nets -Extant Classificationsmentioning

confidence: 93%

Section: Strategic Business Nets -Extant Classificationsmentioning

confidence: 97%

Section: Theoretical and Managerial Implicationsmentioning

confidence: 98%

See 2 more Smart Citations

Rise of strategic nets — New modes of value creation

Möller¹,

Rajala²

2007

Industrial Marketing Management

391

438

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“…universities and businesses (Plewa, 2005). Despite the limited empirical studies of trust at the network level of analysis, network theorists have conjectured the importance of trust to network success (Cravens, Shipp, & Cravens, 1994). Several authors argue that trust influences network coordination as it is seen as a network governance mechanism where networks with higher trust levels require less coordination and involve reduced governance costs (Powell, 1990;Rowley et al, 2000;Seppanen et al, 2007).…”

Section: Antecedents To Coordination Harmony Communication and Randd mentioning

confidence: 98%

Managing innovation networks: Exploratory evidence from ICT, biotechnology and nanotechnology networks

Rampersad

Quester

Troshani

2010

Industrial Marketing Management

206

145

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This study examines the management of innovation networks which has enjoyed increased recognition in the marketing literature due to its growing prominence and relevance. By testing a causal model relating network factors to outcomes, the study contributes to theory development on managing innovation at the net level of analysis. Consequently, it contributes to the respective marketing literatures on new product development, open innovation, industrial marketing and its emerging network management sub-stream. It also offers a methodological contribution as respondents include key players from businesses, government agencies, research organizations and universities rather than from only one focal organization as studies in extant literature have predominantly done. Findings are based on 219 responses from Australian high technology networks, namely, information and communications technology and biotechnology/nanotechnology. The study offers valuable implications for marketing managers involved in new product development and innovation concerning strategies for managing their inter-organizational innovation initiatives effectively.

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Matching structure and strategy: Towards a market orientation in health care

Laing

Galbraith

1997

J of Philanthropy and Mktg

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Angus Laing is currently a lecturer at the University of Aberdeen. Previously he worked as a market analyst for an international reinsurance company. His research interest lies in marketing and operations management in the service sector, having published widely on the delivery of financial services and more recently on the operations of the NHS internal market. Issues addressed include fundholder purchasing behaviour, evolution of a market orientation within NHS Trusts, as well as capacity and demand management. Reflecting particular interest in the delivery of primary health care services, he is currently involved in a Scottish Office project on 'Innovation in Primary Care'. Alongside these research activities he is actively involved in consultancy and training in the NHS in Scotland. Archle Galbraith is currently with Andersen Consulting. Previously he lec'tured in management at universities in Scotland and England. Prior to joining Andersen Consulting he was a lead consultant with the Management Development Group of the NHS in Scotland with responsibility for acute trusts. His interest and expertise lie in the fields of organisational behaviour and organisational development. In conjunction with Angus Laing he has published articles on market management within the NHS. ABSTRACTThe introduction of an 'internal' or 'managed' market mechanism into the National Health Service required fundamental structural reorganisation, involving the separation of purchaser and providerfiinctions. While a degree

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Reforming the traditional organization: The mandate for developing networks

Cited by 40 publications

References 2 publications

Rise of strategic nets — New modes of value creation

Rise of strategic nets — New modes of value creation

Managing innovation networks: Exploratory evidence from ICT, biotechnology and nanotechnology networks

Matching structure and strategy: Towards a market orientation in health care

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