Stars, Rings and Tiers: Organisational Networks and Their Dynamics in Taiwan's Machine Tool Industry

Liu, Ren-Jye; Brookfield, Jonathan

doi:10.1016/s0024-6301(00)00039-x

Cited by 56 publications

(30 citation statements)

References 9 publications

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“…Second, they provide the districts with entrepreneurial dynamism by limiting the perceived risk of business activities and foster local entrepreneurial action (Hoang & Antoncic, 2003). Third, they protect the interests of all parties involved in the network (Liu & Brookfield, 2000;Håkansson & Ford, 2002) and encourage the expansion of its horizons through cooperation (Lazerson & Lorenzoni, 1999). The latter stream of literature explores the determinants of leading firm activity.…”

Section: 33mentioning

confidence: 99%

“…The latter stream of literature explores the determinants of leading firm activity. Moving from the premises of transaction costs and social capital theories, articles discuss the factors shaping the action of leading district actors also in connection with network type and local development (Liu & Brookfield, 2000). In particular, scholars emphasize the role of social, non-contractual mechanisms and relational capabilities of district leading firms for reinforcing, substituting or undermining district governance mechanisms, depending on the influence of institutional environment (Rabellotti & Schmitz, 1999).…”

Section: 33mentioning

confidence: 99%

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Governance of Industrial Districts: Bibliometric and Cluster Analyses

Saggese

2016

IJBM

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During the last decades, industrial districts have been at the forefront of academic and policy-making debate as important players of the economic development of small and medium sized companies in many countries. Nevertheless, a number of factors have strongly damaged these networks and questioned their competitiveness. Literature suggests that district governance is a proper solution to these issues and interprets this tool as an effective guide for development and changes of industrial districts. However, yet to date, the research on the governance of industrial districts is still sparse and very fragmentary. Furthermore, it presents a strong multidisciplinary breadth that prevents the identification of a comprehensive picture of the academic field. On the basis of these premises, this review study combines bibliometric and cluster analyses of scholarly articles published until March 2016 in order to identify research trends and describe the structure and the evolution of this research field over the last 27 years. The paper has implications for theory and practice. First, it systematizes and consolidates the literature on industrial district governance. Moreover, it highlights the evolutionary pattern of the research and identifies unexplored/underexplored issues that scholars should address. Finally, it proposes additional avenues to guide future efforts of policy makers.

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Section: 33mentioning

confidence: 99%

Section: 33mentioning

confidence: 99%

Governance of Industrial Districts: Bibliometric and Cluster Analyses

Saggese

2016

IJBM

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“…cit. ) beyond the first tier of the supplier network (Liu & Brookfield, 2000). Other possible explanations may be a conscious attitude by actors to economize on the resources required to explore and make sense of the network or their ignorance of the potential impacts of indirect partners and relationships.…”

Section: Limits To the Network Pictures Held By Practitionersmentioning

confidence: 99%

Network pictures and supplier management: An empirical study

Roseira

Brito

Ford³

2013

Industrial Marketing Management

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It has been suggested that "network pictures" are a major factor in the development of companies' strategies and in their interactions with others. The purpose of this paper is to analyze how variations in companies' network pictures relate to their strategies and to their interactions with suppliers and with those suppliers' other counterparts. Four issues are particularly relevant in this context: the limits to the network pictures held by companies of their supplier networks; the consensus between individual and corporate network pictures; the positioning of companies and their expectations of suppliers; and the pattern of interaction between companies and their suppliers' counterparts. Drawing on a comparative analysis between two supplier network cases, the paper shows how companies' different network pictures drive their approaches to supplier networks. These approaches reflect the way that knowledge of suppliers' counterparts is gathered and distributed within companies, and also on the companies' interactions with suppliers' counterparts. The paper suggests that scanning supplier networks strictly on the basis of current pictures may limit the exploration of supplier networks' potential. We also propose the concept of an 'interaction net' as a key tool to enhance the understanding and management of networks.

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“…Dyer and Nobeoka (2000) showed that Toyota's ability to effectively create and manage knowledge sharing networks, at least in part, explains the relative productivity advantages enjoyed by Toyota and its suppliers. Liu and Brookfield (2000) found that Taiwan's successful machine tool industry has a number of network structures. They also found that the networks, in part, explain the tool industry's success.…”

Section: Strategic Knowledge Managing In Networkmentioning

confidence: 99%

Strategic Knowledge Managing within the Context of Networks

Carlsson

2004

Handbook on Knowledge Management 1

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The basic economic resource in the next economy is knowledge, but there is a lack in our understanding on how to manage knowledge and knowledge processes for competitive advantage. This chapter presents a conceptualization of strategic knowledge managing and a strategic knowledge managing (SKM) framework. The conceptualization is based on extensions of the resource-and knowledge-based view of the firm as well as ideas from interfirm relationships and the "gift economy." We place strategic knowledge managing within the context of networks. Four types of networks for knowledge managing are defined: 1) intra-networks, 2) extra-networks, 3) inter-networks, and 4) open networks. The SKM framework can support organizations in strategically managing knowledge and knowledge processes to gain and sustain competitive advantage. The SKM framework comprises the activities: 1) strategic vision, 2) knowledge vision and key knowledge identification, 3) design, 4) knowledge protection and/or give away, 5) implementation, and 6) usage. The conceptualization and the framework open up new knowledge managing research areas and issues.

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Stars, Rings and Tiers: Organisational Networks and Their Dynamics in Taiwan's Machine Tool Industry

Cited by 56 publications

References 9 publications

Governance of Industrial Districts: Bibliometric and Cluster Analyses

Governance of Industrial Districts: Bibliometric and Cluster Analyses

Network pictures and supplier management: An empirical study

Strategic Knowledge Managing within the Context of Networks

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