Strategic business nets—their type and management

Abstract

This conceptual paper focuses on the management challenges of different types of strategic business nets. First, we propose a valuesystem continuum that forms the basis for classifying different types of strategic nets. Then, a classification of these nets is suggested and discussed with illustrative examples. This is followed by identification and analysis of the core managerial questions and capabilities required in management in strategic nets. A discussion of the theoretical and managerial implications, and of future research needs, concludes the paper. D 2004 Elsevier Inc. All rights reserved.

Supply chain management resources, capabilities and execution

“…Such strategic networks have clear structures, roles and goals that are the result of negotiations, and their management makes them more efficient at creating value for their supply chain partners. The basis of this higher efficiency is that the network manager knows the capabilities of the actors responsible for creating value, and can therefore better manage value-creating activities and processes (Möller, Rajala, and Svahn 2005). This requires an understanding of the effects SCM resources have on the performance of the firm and the rest of the supply chain (Cook, Heiser, and Sengupta 2011;Johnson and Templar 2011), and on the firm's long-term competitive advantage (Priem and Swink 2012).…”

“…These closer linkages between processes are intended to result in tighter relationships between network partners and the establishment of joint network management, a requirement for building an effective value or channel net(work) that elevates the competitiveness of the network partners involved (Möller, Rajala, and Svahn 2005). Olhager (2002) calls this the necessary mindset of the involved partners that is important for competing successfully in the market.…”

“…Finally, this pathway reflects a way forward in building and establishing strategic vertical value or net(work)s, or quasi-integrated channels (Cai, Yang, and Hu 2009), and thus enhancing the competitiveness of network firms (Möller, Rajala, and Svahn 2005). to maximise performance and competitiveness in markets.…”

“…However, collaborative alliances in vertical business networks such as supply chains are difficult to organise (Möller, Rajala, and Svahn 2005). The management of supply chains requires, due to their cooperative nature, more or less close relationships between the members of networks (Corbett, Blackburn, and van Wassenhove 1999).…”

Services networks: Concept and research agenda

“…with regard to how embeddedness and interdependence affect service innovation activities (Eisingerich et al, 2009;Agarwal and Selen, 2011;Hsue et al, 2010), (Hammerschmidt et al, 2012), which is incommensurable with a network understanding based on INA (Ford et al, 2003). Similar approaches relate to orchestrated service networks (Evanschitzky, 2007), thereby implying a focal net perspective (Moller and Halinen, 1999;Moller et al, 2005) as the foundation for their reasoning. Furthermore, an "exchange of resources between the participating network partners" (Evanschitzky, 2007, p. 351 (Scott & Laws, 2010).…”