Heritage and Satellite Manufacturing: Firm-level Competitiveness and the Management of Risk in Global Production Networks

Billing, Chloe; Bryson, John R.

doi:10.1080/00130095.2019.1589370

Cited by 15 publications

(17 citation statements)

References 60 publications

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“…For example, in some firms foundational embeddedness can be evolutionary and emerges through processes of adaptation in resource utilisation. Certain dependency factors for the firm progress from being simply a resource to become integral to their practice, via traditions (Brannon et al, 2013), culture (Cooke and Morgan, 1998) and place- or firm-based heritage (Aaltonen et al , 2015; Billing and Bryson, 2019; Welter et al, 2018). Dependency embeddedness – critical foundations for the formative practice of firm activity - can therefore transition into a foundational embeddedness which firms seek to retain as a key element of their core business proposition.…”

Section: Embeddedness: a Foundational Approachmentioning

confidence: 99%

“…Foundational embeddedness however goes beyond configurations offering competitive advantage. In certain industrial or business contexts, regulatory frameworks or legal barriers shape practices and therefore resource requirements (Billing and Bryson, 2019; Kloosterman, 2010). Place-based attachment represents a foundational embeddedness around which entrepreneurs willingly develop practices to protect lifestyle preferences.…”

Section: Embeddedness: a Foundational Approachmentioning

confidence: 99%

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Embeddedness, values and entrepreneur decision-making: Evidence from the creative industries

Salder

2022

The International Journal of Entrepreneurship and Innovation

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This paper explores embeddedness in small firms from a foundational perspective and how these foundations effect resource dependency and business decision-making. Building on debates in firms embeddedness and its role in addressing questions of resource-limitation, the paper positions embeddedness as outcome of a value-set occurring within an organisation directly affecting resource decisions. Using case studies of six creative industries small and micro firms, it argues foundational embeddedness influences firm-based practices and relationships over conventional business logics. Certain flexibilities in this foundational embeddedness can be seen, responding to external challenges through formation of esoteric relations and iterative systems. The extent of this flexibility is however limited by the entrepreneurs’ willingness to compromise individual values. Foundational embeddedness is thus a necessary consideration in understanding entrepreneurial decision-making.

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Section: Embeddedness: a Foundational Approachmentioning

confidence: 99%

Section: Embeddedness: a Foundational Approachmentioning

confidence: 99%

Embeddedness, values and entrepreneur decision-making: Evidence from the creative industries

Salder

2022

The International Journal of Entrepreneurship and Innovation

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“…Complex infrastructure networks emerged for the transmission of ideas, money, people and goods and included machines for processing information. The shift away from local economies to economies that are multi-scalar involving complex local, regional, national and international interrelationships is closely associated with developments in six inter related infrastructure networks: telegraph cables, broadcasting transmitters, telephone networks, satellites and global positioning systems, the Web and mobile telephony (Billing and Bryson 2019 ). The end result was that the globe became wrapped in millions of underground, over ground and beneath the sea, copper and fibre optic cables.…”

Section: Development Of Logistics Servicesmentioning

confidence: 99%

“…Such an approach to total logistics requires the application of sophisticated information technology including algorithms and RFID sensors that can be tracked via GPS. Satellites and GPS have begun to play an extremely important role in the management of international supply chains (Billing and Bryson 2019 ). The core competency of logistics management service firms is thus centred on IT rather than transportation.…”

Section: Functions and Logistics Servicesmentioning

confidence: 99%

Supply Chains and Logistics Services

et al. 2020

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No market economy can operate without a complex and extensive service industry that supports flows of people, money, raw materials, components, customers and completed products and service delivery systems. Thus, no business functions in a vacuum as it must be integrated into a set of inter-organizational relationships facilitating innovation, development, manufacturing and the co-creation of services. A key element within this network of inter-organizational relationships is logistics, or the industry that has been developed to transport and manage inputs that flow between places and across space. Thus, logistic services are one of the catalysts behind internationalization. Reading service business involves understanding the ways in which logistic services and supply chain management support outsourcing, offshoring and inter- and inter-firm movements of all types. This includes the services that support flows of raw materials, components, completed goods, people, expertise and information and finance that are the focus of this chapter. Electronic Supplementary Material The online version of this chapter (10.1007/978-3-030-52060-1_11) contains supplementary material, which is available to authorized users.

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“…Global positioning systems (GPS) play a critical role in underpinning everyday living. GPS is an invisible utility that links customers with providers of services including bank payments, stock markets, power grids, digital television, cloud computing, just-in-time logistics systems, farming, construction, fishing, surveying, container cranes at ports and emergency services (Billing and Bryson 2019 ). In 2020, with Covid-19 and lockdown, it is worth appreciating the telecommunication innovations that have transformed everyday living and have facilitated the rapid transition to homeworking.…”

Section: Trends In the Development Of Service Businessesmentioning

confidence: 99%

Reading and Managing Service Businesses

et al. 2020

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Reading and managing service businesses is an exercise in identifying challenges being experienced by firms and in identifying and exploring adaptation strategies. These strategies may include alterations to business models, to operational processes, to supply chains, to logistics and to customer relationship management. This chapter introduces service businesses and the concept of ‘service’. Initially, the focus is on exploring the shift towards service-led or service-dominated economies. This includes exploring alternative approaches to classifying service businesses. An approach based on classifying services by the type of experience or output created is developed. The chapter charts the rise of service businesses, activities and employment, but in relation to the whole economy. An overview of the history of the development of service firms, activities and employment is then provided. The chapter concludes by developing an approach to reading service businesses. Electronic Supplementary Material The online version of this chapter (10.1007/978-3-030-52060-1_1) contains supplementary material, which is available to authorized users.

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Heritage and Satellite Manufacturing: Firm-level Competitiveness and the Management of Risk in Global Production Networks

Cited by 15 publications

References 60 publications

Embeddedness, values and entrepreneur decision-making: Evidence from the creative industries

Embeddedness, values and entrepreneur decision-making: Evidence from the creative industries

Supply Chains and Logistics Services

Reading and Managing Service Businesses

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