2013
DOI: 10.1111/jsbm.12038
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The Contribution of Networking to Small Firm Marketing

Abstract: It is generally accepted that networking is one means through which owner–managers of small firms market their goods and services. However, though there has been considerable attention directed toward the concept of small business networking, previous studies have failed to present a comprehensive investigation of the contents of network links, an analysis of the benefits contained within these links, and an expatiation of how these benefits contribute to the small firm, specifically its marketing activities. … Show more

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Cited by 54 publications
(60 citation statements)
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“…In addition, despite three (O'Donnell ; Reid et al . ; von Friedrichs Grängsjö and Gummesson ) among the few qualitative articles examining marketing IORs between small and medium‐sized enterprises (SMEs), the domain of multipartner SME collaborations in marketing remains underinvestigated, even though different authors (e.g.…”
Section: The Determinants Of Ior Outcomesmentioning
confidence: 99%
“…In addition, despite three (O'Donnell ; Reid et al . ; von Friedrichs Grängsjö and Gummesson ) among the few qualitative articles examining marketing IORs between small and medium‐sized enterprises (SMEs), the domain of multipartner SME collaborations in marketing remains underinvestigated, even though different authors (e.g.…”
Section: The Determinants Of Ior Outcomesmentioning
confidence: 99%
“…Inter‐firm cooperation has been extensively discussed in the literature as a way to achieve results that individual firms could not achieve separately. Small and medium‐sized enterprises (SMEs) cooperate to overcome the liability of smallness (Aldrich and Auster ), access strategic resources (Narula ; Pyke ), enhance marketing strategies (O'Donnell ), and innovativeness (Gronum, Verreynne, and Kastelle ; Okamuro ). Such firms develop formal and informal agreements with customers, suppliers, research and development centers, and even competitors to overcome competitive problems (Kim and Vonortas ).…”
Section: Introductionmentioning
confidence: 99%
“…Furthermore, such obstacles may trigger different networking actions aimed at adding new contacts versus managing existing contacts (Vissa, ; Perry‐Smith and Mannucci, ), which in turn may induce a network change. As networks can change through coincidental events or can be strategically developed as a sense making process (Simsek et al , ), this study attempts to capture network change as a result of adaptively responding to the entrepreneurial challenge of overcoming obstacles or acquiring resources (Birley, ; O’Donnell, ).…”
Section: Introductionmentioning
confidence: 99%