Tendency to Network of Small and Medium‐sized Enterprises: Combining Organizational Economics and Resource‐based Perspectives

Meiseberg, Brinja; Ehrmann, Thomas

doi:10.1002/mde.2590

Cited by 19 publications

(20 citation statements)

References 169 publications

(319 reference statements)

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“…In addition, network resources are very often heterogeneously disbursed within the same industry, which makes them difficult to imitate (Gulati and Gargiulo 1999;Gulati et al 2000). Meiseberg and Ehrmann (2012) argue that the decision of the manager to engage in networking is strongly dependent on the firm's alliance capabilities. We argue that the organizational level of the firm incorporates capabilities referring to the coordination and maintenance of inter-organizational networks (see Fig.…”

Section: Coordinative Capabilities Hypothesesmentioning

confidence: 99%

The performance effect of network and managerial capabilities of entrepreneurial firms

Srećković

2017

Small Bus Econ

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Building on the organizational capabilities view, this study explores the impact of network and managerial capabilities on the performance of entrepreneurial firms in the architecture and real estate sector. We apply an extended organizational capabilities model by integrating Porter's value chain model and Grant's hierarchy of organizational capabilities. Starting from differences in entrepreneurial orientation between architecture and real estate development firms, we argue that under higher environmental uncertainty, network capabilities are more important for the performance of architecture firms whereas managerial capabilities are more important for the performance of real estate development firms. Employing data from Austria, Germany, and Switzerland, the research results support the hypotheses. This study integrates Porter's value chain concept and the organizational capabilities model and delivers a contribution to the organizational capability theory. In addition, it contributes to the entrepreneurship literature by showing that network capabilities are more important for creating competitive advantage in entrepreneurial firms than in other firms.

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Section: Coordinative Capabilities Hypothesesmentioning

confidence: 99%

The performance effect of network and managerial capabilities of entrepreneurial firms

Srećković

2017

Small Bus Econ

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“…Recently, the RBV has been broadened to account for external resources that are available to firms through their network relationships, suggesting that firms can combine internal and external resources to competitive advantage. According to the RBV, when facing resource limitations, managers are attracted to cooperative arrangements to overcome such constraints (Meiseberg and Ehrmann, 2013). Based on the RBV framework, Lado et al (1997) propose a syncretic model, arguing that "success in today's business world often requires that firms adopt both competitive and cooperative strategies simultaneously."…”

Section: Theoretical Framework For Co-opetitionmentioning

confidence: 99%

Co-Opetition to Promote Growth of Batik Small and Medium Enterprises

Pinasti¹,

Adawiyah²

2017

IJBS

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Co-opetition is cooperation and also the competition between businesses in the same industry or in other words between competitors. The phenomenon of co-opetition, which is also called ‘sleeping with the enemy’, is becoming increasingly important with the wider of global competition. The purpose of research presented in this paper is to analyze the co-opetition strategy among small and medium industries. This research was conducted in the form of case studies of small and medium batik industries in the region of Central Java, Indonesia. The right co-opetition strategy would promote growth and strengthen the sustainability of Central Java batik SMEs to face global competition.The research approach applied is action research. The location of this research is in six districts in Central Java, namely Banyumas, Cilacap, Purbalingga, Banjarnegara, Kebumen and Wonosobo. In those six districts, there are batik SMEs that have the potential to grow rapidly. The results of this study indicate that batik SMEs in the region of Central Java agreed to collaborate in the form of the Central Java Batik Society 'DjamurDwipa'. The batik SME entrepreneurs in Central Java realize that they are partners in the Society and they are also competitors engaged in the same industry. For small and medium scale entrepreneurs, their collaboration is expected to increase their capability, create and capture value, get the benefit of networking. The Central Java Batik Society 'DjamurDwipa' in this study becomes one of the case models of co-opetition among small and medium industries. Review of the co-opetition among small and medium industries in this study indicate that the competitors do not always have a negative impact. Collaboration with competitors, namely co-opetition, could be able to create a synergy that can encourage the growth of small and medium industries.Keywords: Co-opetition; Colaboration; Competitor; Batik; Small Medium Enterprises.

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“…Not surprisingly, goodwill trust is enhanced by (vi) development of social ties over time when working closely together, in part contradicting the findings of Meiseberg and Ehrmann (2013) on the role of bonding and tendency to cooperate. Also, firms value (vii) transparency of the counterpart's behaviour because it diminishes negative gut feelings about time and effort spend on the hybrid's goals or any suspicion about opportunistic behaviour.…”

Section: Resultsmentioning

confidence: 58%

Trust as Governance Tool in Hybrid Organizations: A Case Study for the Dance Industry in the Netherlands

Butter¹,

Joustra²

2015

IJBM

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The organization of Electronic Dance Music (EDM) events requires much flexibility, due to the need to be able to quickly respond to new market trends. It induces high specificity in organizing these events. Our case study for the Netherlands, which is the world's market leader in hosting these events, shows that hybrid forms of cooperation between producers facilitate this flexibility and adaptability. From the perspective of transaction cost economics this article focuses on the role of trust as governance tool of hybrid organizations. Trust between the collaborating event agencies has a reciprocal effect on perception of risk, therefore decreasing the need for comprehensive contractual governance or hierarchical control. We show that different types of trust can be sufficient as governance mechanism. The EDM event industry is a community-like creative sector in which calculative drivers such as repeated interaction and the importance of behavioural reputation add to trustworthiness between partners. In addition, social drivers such as a shared artistic vision lead to incentives to behave according to ex ante agreements in the design and creation of new, ground-breaking music sensations. From that perspective, we identify the factors that enhance the development of trustworthiness between partners in a hybrid organization.

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Tendency to Network of Small and Medium‐sized Enterprises: Combining Organizational Economics and Resource‐based Perspectives

Cited by 19 publications

References 169 publications

The performance effect of network and managerial capabilities of entrepreneurial firms

The performance effect of network and managerial capabilities of entrepreneurial firms

Co-Opetition to Promote Growth of Batik Small and Medium Enterprises

Trust as Governance Tool in Hybrid Organizations: A Case Study for the Dance Industry in the Netherlands

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