Establishing a high-technology knowledge transfer network: The practical and symbolic roles of identification

Bond, Edward U.; Houston, Mark B.; Tang, Yihui

doi:10.1016/j.indmarman.2008.04.012

Cited by 32 publications

(17 citation statements)

References 68 publications

(112 reference statements)

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“…Indirect functions relate to more complex issues such as the development of shared norms and values or the diffusion of new technologies and are likely to involve several direct and indirect counterparts. These multiple network functions are in line with the idea that exploring networks offers a highly effective means of enhancing learning, information dissemination and technological innovation (Bond, Houston, & Tang, 2008;Powell, 1990). In the context of supplier management, the ability of suppliers to perform direct or indirect functions depends on their bundle of activities and resources and their set of relationships is an essential component.…”

Section: Supplier Management In Networksupporting

confidence: 52%

“…Additionally, suppliers' relationships with other customers are seen as a source of diversity and learning opportunities that are essential for keeping suppliers up-to-date technologically and for fostering their innovation ability; this may reflect positively on Vulcano. This is in line with the view of the network as a way to access valuable information from indirect sources (Bond et al, 2008). The Purchasing Manager stated that, "suppliers' potential to do this or that is determined by their capabilities and many times by their portfolio of clients" that expose them to "new markets, new technologies, new parts and new demands", and assures that "their know-how is constantly being refreshed".…”

Section: Strategymentioning

confidence: 59%

“…It may be that the supplier functions that are sought by a customer are important in determining the information about suppliers' connections that are sought by that customer. Knowledge transfer requires interaction and effort (Bond et al, 2008) and companies that are pursuing innovation or wider network effects may seek more comprehensive knowledge of their suppliers' connections than those companies pursuing only efficiency effects. Similarly, it may be that a company devotes greater efforts to collecting information on those suppliers that are involved in innovation activities.…”

Section: The Expectations Of Customersmentioning

confidence: 99%

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Network pictures and supplier management: An empirical study

Roseira

Brito

Ford³

2013

Industrial Marketing Management

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It has been suggested that "network pictures" are a major factor in the development of companies' strategies and in their interactions with others. The purpose of this paper is to analyze how variations in companies' network pictures relate to their strategies and to their interactions with suppliers and with those suppliers' other counterparts. Four issues are particularly relevant in this context: the limits to the network pictures held by companies of their supplier networks; the consensus between individual and corporate network pictures; the positioning of companies and their expectations of suppliers; and the pattern of interaction between companies and their suppliers' counterparts. Drawing on a comparative analysis between two supplier network cases, the paper shows how companies' different network pictures drive their approaches to supplier networks. These approaches reflect the way that knowledge of suppliers' counterparts is gathered and distributed within companies, and also on the companies' interactions with suppliers' counterparts. The paper suggests that scanning supplier networks strictly on the basis of current pictures may limit the exploration of supplier networks' potential. We also propose the concept of an 'interaction net' as a key tool to enhance the understanding and management of networks.

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Section: Supplier Management In Networksupporting

confidence: 52%

Section: Strategymentioning

confidence: 59%

Section: The Expectations Of Customersmentioning

confidence: 99%

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Network pictures and supplier management: An empirical study

Roseira

Brito

Ford³

2013

Industrial Marketing Management

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“…Centrality refers to the degree to which a firm is connected, either directly or indirectly, to other firms (Hardy et al, 2003). CEOs that are central in their network are likely to perform better, since they are in better position to not only tap into the strategic resources (Bond III et al, 2008) but also to recognize the potential of and absorb knowledge existing in their network (Borgatti and Halgin, 2011).…”

Section: Research Background and Hypothesis Developmentmentioning

confidence: 99%

The influence of network effects on SME performance

Naudé

Zaefarian

Tavani

et al. 2014

Industrial Marketing Management

107

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The notions that firms are embedded within complex networks, and that managers spend time actively networking, have long been accepted by scholars within the Industrial Marketing and Purchasing (IMP) Group. However, an issue that has not received the same attention is an assessment of how these two facets; network structure and external networking behaviors affect SME performance. In assessing their antecedents, in this research we move beyond the traditional IMP literature, using emotional intelligence and entrepreneurial style to assess CEOs' managerial style. Network structure was assessed by the extent to which structural holes and degrees of centrality were present. Data was collected from 227 CEOs of small Iranian information technology companies. To test our hypotheses, we combined the use of structural equation modeling and social network analysis -a dual methodology that has not been adopted before. The results show that emotional intelligence drives entrepreneurial style, network structure and external networking behavior. SME performance is influenced by both network structure and external networking behavior. The mediating role of network structure is also discussed. Here our results show that entrepreneurial style does not influence external networking behavior. Several managerial implications of these findings are discussed. Keywords entrepreneurial networks; emotional intelligence; networking behaviors, network structure; social network analysis 3

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“…However, despite the numerous references in the literature to the need for shared learning, very little research has focused on what learning should be shared and how that might benefit the network. Further, what literature there is, discusses shared learning from a multi-site learning and knowledge transfer perspective (Belderbos et al 2008;Bond et al 2008;Mesquita et al 2008) or a shared learning in supplier development programmes and supplier associations perspective (Morris et al 2006;Spekman et al 2002). Much of this literature adopts a teacher/learner approach.…”

Section: Supply Network Successmentioning

confidence: 99%

Shared learning in supply networks: evidence from an emerging market supply network

Mason

Oshri

Leek

2012

European Journal of Marketing

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1 SHARED LEARNING IN SUPPLY NETWORKS: EVIDENCE FROM AN EMERGING MARKET SUPPLY NETWORK STRUCTURED ABSTRACTPurpose: Firms face the challenge of developing learning capabilities that enable them to work as part of an effective business network. While an extensive literature examines learning capabilities within the firm little research examine the shared learning that occurs between networked firms. The paper explores how a manufacturer and businesses services provider learn to develop their supply network. Specifically, the paper investigates four areas of shared learning, central to supply network success and discusses the development of shared learning capabilities.Methodology/Approach: An in-depth, longitudinal case study of a supply network which involves an engineering company and two business services suppliers. Findings:The study suggests that developing shared learning capabilities in four key areas is imperative for network success: (i) business relationships, (ii) customers' desired values, (iii) firm boundaries, and (iv) network structures. Furthermore, there are three distinct types of shared learning that were common to all fours areas of shared learning identified. These are; strategic shared learning; operational shared learning and exchange shared learning. Research limitations:The research findings are based on a single case study. Additional research across multiple case studies is needed in order to verify the findings reported. Practical implications:The four learning areas have significant managerial implications for the way managers develop mechanisms to capture and share learning associated with developing supply networks. that organizations most likely to innovate are those which posses the ability to learn and share information within inter-firm relationships. However, the majority of the extant literature focuses on learning within firms rather than on shared learning between firms. Such research emphasises that learning varies depending on the learning context (Lane et al. 2001) and that over time, the basic conditions for network success change. In this regard, members of the network need shared learning, over time, to adjust to the changing conditions that may affect the success of their network (Bessant et al. 2003).Shared learning is essential because the competitive success of a value system (such as a supply network) depends upon the learning and development of the whole system, not just the core firm. Despite these observations the vast majority of studies have focused on understanding the key determinants of network success within a single firm. This study seeks to focus on learning capabilities between firms within the supply network. The purpose of this research is to explore how a supply network learns to adjust to the changing conditions 3 that affect network success. Network success is defined as the member's motivation to engage in future transactions between members of the network (Gallivan 2001a). The study contributes to our understanding of shared learning capabilities ...

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Establishing a high-technology knowledge transfer network: The practical and symbolic roles of identification

Cited by 32 publications

References 68 publications

Network pictures and supplier management: An empirical study

Network pictures and supplier management: An empirical study

The influence of network effects on SME performance

Shared learning in supply networks: evidence from an emerging market supply network

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