How government policies shape the development process of strategic networks

Agostini, Lara; Wegner, Douglas

doi:10.1108/mbe-10-2017-0075

Cited by 6 publications

(5 citation statements)

References 70 publications

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“…Indeed, research on such complex, dynamic phenomena should be contextual and processual (Pettigrew, 1992; Van de Ven, 1992) and many authors within the domain of networks have adopted this approach (e.g. Agostini and Wegner, 2018; Kujala and Törnroos, 2018). Processual research describes how things change, focusing “on the sequences of incidents, activities, and actions unfolding over time” (Pettigrew, 1992, p. 7).…”

Section: Methodsmentioning

confidence: 99%

Toward increasing affective commitment in SME strategic networks

Agostini

Nosella

Venturini

2019

BPMJ

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Purpose To hinder the high failure rate of strategic networks, recently scholars have concentrated on behavioral aspects such as trust, conflict management, resolution and commitment as fundamental antecedents of strategic network performance. Within this context, this paper focuses on the antecedents of affective commitment, based on the rationale that an increasing affective commitment cannot occur naturally during network evolution. Therefore, the purpose of this paper is to understand how affective commitment is achieved along the development process of small- and medium-sized enterprise (SME) strategic networks. Design/methodology/approach To address the aim of the paper, a qualitative approach based on multiple case studies was used. Two case studies of Italian SME strategic networks having an increasing and decreasing level of affective commitment were selected to have a base of comparison, following a “polar types” theoretical sampling approach. Findings By comparing two cases in which partners show a different affective commitment along the network development process, this study allows providing a twofold contribution. The former is to unveil the most relevant elements partners may rely on to achieve an increasing affective commitment and the latter is to propose a dynamic approach toward the study of affective commitment in SME strategic networks. Research limitations/implications Considering the limited generalizability of this exploratory study due to the analysis of two cases, future studies with a larger number of strategic multipartner networks can expand the understanding of the dynamics leading to increasing commitment. Practical implications The paper provides a series of practical guidelines for managers to create a trusting environment with a high level of affective commitment within the context of SME networks, which can contribute to their survival. Originality/value The originality of the study consists in having adopted a dynamic approach toward studying affective commitment in the context of SME networks, which resulted in the identification of relevant factors that can lead to increasing affective commitment.

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Section: Methodsmentioning

confidence: 99%

Toward increasing affective commitment in SME strategic networks

Agostini

Nosella

Venturini

2019

BPMJ

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“…Network management is necessary for effective cooperation among participants (Planko et al, 2017). Its importance for value creation and collaboration success is also recognized (Agostini and Wegner, 2018) as it promotes integration and coordination among participants. Manser et al (2016) conducted a case study in a Dutch innovation network, analysing 11 projects to understand how network management activities are performed.…”

Section: Explaining Value Creation In Strategic Networkmentioning

confidence: 99%

“…Network management is necessary for value creation (Markovic, 2017; Agostini and Wegner, 2018; Cepiku et al , 2020) because it helps organize joint efforts (Dagnino et al , 2016). A number of studies have analysed how network management is operationalized and the variables involved in this process (Heidenreich et al , 2016; Markovic, 2017; Cap et al , 2019), but gaps remain regarding the influence of network management on the network’s performance and ability to create value (Manser et al , 2016; Klaster et al , 2017).…”

Section: Introductionmentioning

confidence: 99%

Network management and value creation in strategic networks: evidence from Brazil

Azevedo

Boaventura

Wegner

et al. 2023

MBE

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Purpose Few studies have analysed how to actively manage strategic networks (SNs) to achieve individual and collective goals and create value. This paper aims to examine the influence of network management on the value created by SNs and the mediation role of resources and relationship quality. Design/methodology/approach The authors distributed a survey to 126 companies linked to SNs in the Brazilian information and communication technology sector. This study tested the hypothesized relationships using partial least squares structural equation modelling. Findings This study found that network management directly influences value creation. Furthermore, the exchange and combination of resources mediate the relationship between the two constructs. Surprisingly, the quality of the relationships does not mediate the relationship between management and the value created. However, it positively impacts the exchange and combination of complementary resources. Originality/value This study provides a new interpretation of the determinants of value creation in SNs. The results contribute to the theory by demonstrating that the relationship between network management and value creation is strengthened when the exchange and combination of resources between network participants occur. In turn, these are positively influenced by the quality of relationships established in the network, thus providing a new interpretation of the determinants of value creation in SNs.

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“…The review is based on: “How government policies shape the development process of strategic networks”, by Agostini and Wegner (2018), published in Measuring Business Excellence . This detailed piece explores the impact of government policies on the effectiveness of strategic networks.…”

Section: Commentmentioning

confidence: 99%

Effective development of strategic network

2018

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Purpose This paper aims to review the latest management developments across the globe and pinpoint practical implications from cutting-edge research and case studies. Design/methodology/approach This briefing is prepared by an independent writer who adds their own impartial comments and places the articles in context. Findings Strategic networks involving SMEs can make a significant contribution to the economic growth of a country. Government support is vital to network development and their overall effectiveness. However, the impact of support on different stages of the development process depends on the type of policy adopted by the government. Originality/value The briefing saves busy executives and researchers hours of reading time by selecting only the very best, most pertinent information and presenting it in a condensed and easy-to-digest format.

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How government policies shape the development process of strategic networks

Cited by 6 publications

References 70 publications

Toward increasing affective commitment in SME strategic networks

Toward increasing affective commitment in SME strategic networks

Network management and value creation in strategic networks: evidence from Brazil

Effective development of strategic network

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