Strategic thinking and the IMP approach: A comparative analysis

Baraldi, Enrico; Brennan, Ross; Harrison, Debbie; Tunisini, Annalisa; Zolkiewski, Judy

doi:10.1016/j.indmarman.2007.05.015

Cited by 101 publications

(129 citation statements)

References 41 publications

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“…Indeed, resources continue to develop and adapt, interacting with one another given some overall business plan (Finch, Wagner & Hynes, 2012;Corsaro, Cantù & Snehota, 2012). Following the resource interaction model (Håkansson & Waluszewski, 2002;Baraldi & Waluszewski, 2005 The behavioral model of organization has influenced IMP research (Håkansson & Snehota, 2000;Brennan, 2006;Baraldi, et al, 2007). In turn, IMP researchers see resources in ways not fully developed in the behavioral approaches, as malleable, developed, and governed jointly as part of conflict and coalition.…”

Section: Conflict and Imp Researchmentioning

confidence: 99%

Managing in conflict: How actors distribute conflict in an industrial network

Finch

Zhang

Geiger

2013

Industrial Marketing Management

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Acknowledgements: This research is supported by the Leverhulme Trust, research grant F/00 273/N. We are grateful to Daniela Corsaro and the anonymous referees for their detailed and constructive comments and criticisms as we have developed this paper, and participants at the 28th IMP Conference in Rome for their comments. AbstractIMP researchers have examined conflict as a threat to established business relationships and commercial exchanges, drawing on theories and concepts developed in organization studies. We examine cases of conflict in relationships from the oil and gas industry's service sector, focusing on conflicts of interest and resources, and conflict as experienced by actors. Through a comparative case study design, we propose and explanation of how actors manage conflict and manage in conflict given that they tend to value and maintain relationships beyond episodes of exchange. We consider conflicts in relationships from a network perspective, showing that actors experienced these while adapting to changes in their business setting, modifying their roles in that network. By identifying conflict with the organizing forms of relationship and network, we show how actors formulate conflict through pursuing and combining a number of strategies, distributing the conflict across an enlarged network.

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Section: Conflict and Imp Researchmentioning

confidence: 99%

Managing in conflict: How actors distribute conflict in an industrial network

Finch

Zhang

Geiger

2013

Industrial Marketing Management

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“…Bearing in mind the prevalence of interfirm cooperation in the business world (Blois, 1972;Richardson, 1972) and, therefore, the notorious embeddedness of the firm (Ben-Porath, 1980;Granovetter, 1985), some scholars and researchers begin to challenge the above-mentioned dominant (yet unrealistic) perspective on strategy by making contributions on a ''relational'' view of corporate strategy -a view that is in line with the works of Snehota (2006, 1989), Normann and Ramirez (1993), Wilkinson and Young (1994), Juttner and Schlange (1996), Ford et al (1998), Tikkanen and Halinen (2003), Ford and Mouzas (2007), and Baraldi, Brennan, Harrison, Tunisini, and Zolkiewski (2007), and that consubstantiates the missing perspective that Axelsson (1992a) alludes to.…”

Section: Strategizing In Business Networkmentioning

confidence: 99%

Markets-as-Networks Theory: A Review

Sousa

2010

SSRN Journal

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This paper exposes the development of markets-as-networks theory from formal inception in the mid-1970s until 2010 state-of-the-art, en route presenting its historical roots. This largely European-based theory challenges the conventional, dichotomous view of the business world as including firms and markets, arguing for the existence of relational governance structures (the so-called ''interfirm cooperation'') in addition to hierarchical and transactional ones.

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“…The industrial network approach is sceptical about the direct control over resources a company can obtain since a substantial part of the resources available to the firm are under the direct control of other actors and can only be accessed by interactions and relationships in the network [83,84]. Araújo, Dubois and Gadde [85, p. 498] state that "no company controls all the resources they require," and the competitive advantage of the companies is not only inside the borders of what it has and controls, but in all the interfaces it develops with others [86].…”

Section: The Imp Group Perspectivementioning

confidence: 99%

“…They also depend on the relationships they have with others and on the nature of the direct and indirect relationships others have with them [79]. An organisation's results largely depend on how and with whom it interacts [68,84]. A company alone cannot build up its strategy [68,83,88] since such a strategy derives from interactions and it is indexed to relationships.…”

Section: The Imp Group Perspectivementioning

confidence: 99%