A framework for understanding strategic network performance: Exploring efficiency and effectiveness at the network level

Bayne, Lyndie; Schepis, Daniel; Purchase, Sharon

doi:10.1016/j.indmarman.2017.07.015

Cited by 34 publications

(22 citation statements)

References 50 publications

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“…Research on the impact of the socialization process that usually occurs within social networks indicates a strong relationship between socialization and willingness to share information (Lee, 2017), engaging in joint problem solving, adapting to unexpected changes, and restraining from the use of power (Mahama 2006), all of which can encourage innovation (Bayne et al, 2017). Empirical evidence about how social networks between organizations improve innovation and the application of innovation in organizations are strongly determined by network relationships between organizations (Bagno et al, 2017).…”

Section: Resultsmentioning

confidence: 99%

Innovation Strategy for Creating Successful Small and Medium Businesses

Sombolayuk¹,

Yusuf²

2019

Proceedings of the 3rd International Conference on Accounting, Management and Economics 2018 (ICAME 2018)

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This study aimed to explore the innovation strategy and the link between human capital, social capital, and financial capital as a factor that determines the success of small & medium businesses. The approach is through the study of literature. The results show 1) human capital as in the dimensions of education, skills, experience, entrepreneurship determines the success of SMEs, especially in increasing product quantity and quality, sales and market share, capital and profit, customer satisfaction and competitiveness of SMEs. 2) Social Capital as in the dimensions of kinship, association, institutional, and professional networks determine the success of SMEs, especially in increasing product quantity and quality, sales and market share, capital and profit, customer satisfaction and competitiveness of SMEs. 3) Financial capital: as in the dimensions of access to financial institutions, sources of funding, investment and financial management determine innovation strategies such as the dimensions of the discovery and improvement of production methods / technologies, the creation of new products, product development and improvement, new market discoveries and market expansion. 4) Innovation strategies such as the dimensions of the discovery and improvement of production methods & technologies, the creation of new products, product development and improvement, the discovery of new markets and market expansion determine the success of SMEs, especially in increasing product quantity and quality, sales and market share, capital and profit, customers satisfaction and competitiveness of SMEs

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Section: Resultsmentioning

confidence: 99%

Innovation Strategy for Creating Successful Small and Medium Businesses

Sombolayuk¹,

Yusuf²

2019

Proceedings of the 3rd International Conference on Accounting, Management and Economics 2018 (ICAME 2018)

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“…Strategic intuition is the ability to have a strategic instinct to synthesise a strategy or a way to compete for organisational success (Lewis, Spears, & Lafferty, 2008;Dane & Pratt, 2007;Duggan, 2013). Second, KBC that require business analytic capabilities as a tool for the organisation to create analytical capability, empower executives to make decisions to solve business problems (Yang & Chen, 2007;Davenport & Harris, 2007); and third, NBC that create business networks to enable them to expand their business base or exchange mutual resources under shared interests (Walter, Auer, & Ritter, 2006;Ranganathan & Rosenkopf, 2014;Bayne, Schepis, & Purchase, 2017). For practical contributions, this research has identified supporting factors that contribute to the dynamic processes that play an important role in business operations.…”

Section: Strategic Leverage For Industry-specific Competition and Orgmentioning

confidence: 99%

Creating Sustained Strategic Capabilities Through Organisational Dynamic Capabilities and Strategies: A Case Study of Rubber Wood Export Industry in Thailand

Hareebin¹,

Aujirapongpan²,

Siengthai³

2018

AAMJ

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This exploratory research investigates how firms upgrade their strategic capabilities for superior returns of current markets and enable their entry into a new industry. The study explores how the current successful entrepreneurs build their organisation's strategic capabilities and achieve their sustained strategic capabilities in today's rapidly changing environment. As this is an exploratory study, a qualitative approach is used. We first interviewed the expert academicians in strategic management in order to validate and verify our research instrument. We then interviewed the sample successful entrepreneurs in the rubber industry in the South of Thailand on how they developed and adapted their strategies over time to sustain their competitiveness in the relevant product markets. Finally, a case study is used to illustrate how a successful company of latex product export industry became competitive in its new industry entry. This study finds that there is a positive systematic relationship between organisational strategic capabilities, namely resource-based capabilities (RBCs), knowledge-based capabilities (KBCs), network-based capabilities (NBCs), and organisational dynamic strategies. This relationship is linked to the development of a dynamic, process-oriented strategy that seeks to maintain a higher return on investment and to focus on new markets. This study contributes to the theoretical Yuttachai Hareebin et al. 118 knowledge of strategic management, and its practical implication is that entrepreneurs should focus on developing dynamic capabilities of their firm to cope with the constantly changing environment nowadays.

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“…By supporting the creation of strategic networks, governments expect to strengthen the competitiveness of local firms and contribute to economic and social development. While firms measure network performance analyzing the direct economic benefits of cooperation (Dussauge et al , 2000; Pekkola, 2013; Bayne et al , 2017), governments consider indirect outcomes that affect the economy and the social well-being. The growth and development of SMEs are common indicators used by governments to analyze the effectiveness and impact of public policies (Schoonjans et al , 2013).…”

Section: Literature Reviewmentioning

confidence: 99%

How government policies shape the development process of strategic networks

Agostini

Wegner

2018

MBE

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Purpose The importance of government policies in the formation and development of strategic networks has been widely recognized. Many countries have designed specific government policies with the aim to support network creation. However, the influence of these different government policies on the development process of strategic networks has never been considered so far. Therefore, the purpose of this paper is to investigate how different government policies influence the development process of strategic networks. Design/methodology/approach This research uses a multiple case study design with a descriptive and processual case study approach. The study compares two strategic networks where different government policies have been implemented: on the one hand, policies aimed to promote networking through the support of trade association and the design of specific laws; on the other hand, public policies providing financial support for network development. Findings The comparative analysis of two networks shows how the different activities along the development process are carried out based on the different support received, and it highlights that financing network creation and exerting a control function is not enough to stimulate network development and sustain its success. Research limitations/implications Considering the limited generalizability of this exploratory study because of the analysis of two cases, future studies with a larger number of strategic networks can expand the understanding of the effects of different types of public support for network development. Practical implications The results contribute to make entrepreneurs and public bodies aware of the importance of a managerial support to strategic networks’ development. The authors provide a series of evidences to academics and practitioners regarding how the development process of strategic networks may be shaped depending on the different government support they receive. Originality/value The value of this contribution lies in demonstrating the influence of different government policies in the development process of strategic networks, which has not been investigated yet, despite the great attention governments are devoting to networking.

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A framework for understanding strategic network performance: Exploring efficiency and effectiveness at the network level

Cited by 34 publications

References 50 publications

Innovation Strategy for Creating Successful Small and Medium Businesses

Innovation Strategy for Creating Successful Small and Medium Businesses

Creating Sustained Strategic Capabilities Through Organisational Dynamic Capabilities and Strategies: A Case Study of Rubber Wood Export Industry in Thailand

How government policies shape the development process of strategic networks

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