Networking under uncertainty: Concepts and research agenda

Ford, David; Mouzas, Stefanos

doi:10.1016/j.indmarman.2010.06.015

Cited by 71 publications

(60 citation statements)

References 66 publications

(52 reference statements)

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“…This research needs to extend beyond a view of the network as given. The present research focus is toward how managers of firms influence and react to each other (see e.g., Ford & Mouzas, 2010;Håkansson & Ford, 2002). Instead research might focus on how managers and firms are proactive in developing their network, and how firms' different objectives and interests are applied to restructure, create and dissolve business relationships in a network.…”

Section: Future Researchmentioning

confidence: 99%

Exploring and exploiting network relationships to commercialize technology: A biofuel case

Medlin

Törnroos

2015

Industrial Marketing Management

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We seek to understand how ambidexterity of exploring and exploiting is managed in an innovation context. We contribute to the literature by elaborating exploring and exploiting as three processes shared between actors in a dynamic business network. An innovator firm needs to (1) explore the current business network to find partners and gain access to resources, (2) develop business relationships for exploiting the emerging network, and (3) explore and find a network-technology fit inside a future business network. The final process is essential to innovation and commercialization. Further, the quality of the network-technology fit will affect the speed and success of the other two processes. Our contribution provides an understanding of the way in which managers are exploring and exploiting the business network to adapt and commercialize a breakthrough technology. A longitudinal case study of biofuel development and commercialization exemplifies the conceptual issues. Final sections address managerial and research implications. Crown

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Section: Future Researchmentioning

confidence: 99%

Exploring and exploiting network relationships to commercialize technology: A biofuel case

Medlin

Törnroos

2015

Industrial Marketing Management

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“…It is described by Ford and Mouzas (2010) as "the process of managing networking between companies". Fast changes in customer demand, globalization of markets, and changing technology require companies to focus their efforts on improving competitiveness, trying to achieve customer's satisfaction through adding more value to their products (Hung, 2010).…”

Section: Business Managementmentioning

confidence: 99%

Critical Factors Affecting Supply Chain Management: A Case Study in the US Pallet Industry

Quesada-Pineda¹,

Gazo²,

Sanchez³

2012

Pathways to Supply Chain Excellence

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“…Despite the acknowledged significance of network pictures, there is still a paucity of empirical studies describing the range of network pictures held by actors and the interplay between those pictures and business interaction, particularly in the context of supplier networks (Ford & Mouzas, 2010). In this context, the main purpose of this paper is twofold: Firstly, our aim is to increase our understanding of the pictures that business actors have of their supplier networks.…”

Section: Introductionmentioning

confidence: 99%

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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Networking under uncertainty: Concepts and research agenda

Cited by 71 publications

References 66 publications

Exploring and exploiting network relationships to commercialize technology: A biofuel case

Exploring and exploiting network relationships to commercialize technology: A biofuel case

Critical Factors Affecting Supply Chain Management: A Case Study in the US Pallet Industry

Network pictures and supplier management: An empirical study

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