Role of Knowledge in Value Creation in
 Business Nets*

Abstract

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.

Absorptive capacity and knowledge management in small and medium enterprises

“…For both these areas, the reviewers come to the same conclusion that further studies are warranted. Surprisingly, the above reviews never mention any contributions dealing, from a knowledge management perspective, with the topic of knowledge co-creation, even though it clearly emerges -often going by the name of co-design or co-innovation -in several studies on supplychain networks or other types of network (e.g., Möller & Svahn, 2006), and even more in the literature on knowledge-intensive business services (den Hertog, 2000;Bettencourt et al, 2002;Muller & Doloreux, 2009). In both settings, the presence of SMEs has been well-documented.…”

Triadic Value Propositions: When It Takes More Than Two to Tango

“…We conceptualize these structures as value constellations (Normann and Ramírez 1994) and adopt an actor-defined perspective, in which a focal actor strives to configure adjacent business relationships through networking activities (Corsaro et al 2012;Kowalkowski et al 2013). In value constellations, value creation is an outcome of interactions among actors (Ramírez 1999), and competitive advantage exists at the constellation rather than the firm level (Gomes-Casseres 1994;Möller and Svahn 2006).…”

A knowledge-based view of the extending enterprise for enhancing a collaborative innovation advantage

“…Thanks to synchronised digital manufacturing applications, which enable joint problem solving across a distributed network of suppliers, Fiat Auto is achieving a better integration with R&D suppliers and a reduction of time-to-market of new vehicles (Fiat Auto, 2011). Therefore, at the network level, the modern EE identifies, interacts and exploits network value, which has been shown to influence organisational performance and learning (Lampel and Shamsie, 2003;Möller and Svahn, 2006). In the past, the communication with suppliers and other partners was unidirectional.…”