Relational structure in the global automotive industry: groups, networks and fields

Abstract

Purpose -The purpose of this study was to analyze the network structure of automotive companies linked by cross-shareholding, joint ventures, manufacturing contracts and alliances, from 2004 to 2012. The study also explored how the network structure affects the competition in the field.Design/methodology/approach -The sample involved 3695 dyads. Based on this data, it was possible to build and assess networks using Gephi and UCINET software. The study considered network analysis metrics such as centrality, group and network densities temporally. Thus, associated with a contextual and longitudinal analysis, the construction of sociograms allowed visualization of the interactional structure and the automakers' position in the field.Findings -Results showed that the internationalization and growth of automakers and suppliers are made possible through these relationships among companies (cross-shareholding, joint ventures, manufacturing contracts and alliances). Connections may generate greater power, access to resources and market opportunities. It also enhanced the elaboration of inferences about how these resources influence the competition in the field.Originality/value -The increasing importance of this relational resource shapes the industry competitive structure, which is composed of cooperative and competitive relationships found in meso-level orders.

Network Centrality and Performance: Effects in the Automotive Industry

“…The configuration of the relationship patterns in the networks allowed us to identify a strong community structure and to carry the analysis over to the subgroups' performance and their centrality, reinforcing the findings of previous studies in the automotive industry (Nohria & Garcia-Pont, 1991;Ratajczak-Mrozek, 2017;Sacomano et al, 2016). In the first year there were a total of 12 subgroups and a total of 10 subgroups in the subsequent years, as also found by Garcia-Pont and Nohria (2002) and Sacomano et al (2016).…”

“…Network analysis suggests contemplating the social context as the core of any economic phenomenon, and not as a mere externality (Convert & Heilbron, 2007). In this approach, organizations have to be contextualized in the structural and relational positions they occupy in complex business relationships (Borgatti et al, 2014;Owen Smith & Powell, 2008;Sacomano, Matui, Candido, & Amaral, 2016).…”

“…This topic may also be related to the emergent forms of governance in the automobile industry: crossshareholding, joint ventures, manufacturing contracts, and alliances (Freyssenet, 2009;Sacomano et al, 2016;Wang et al, 2016). These forms of governance have grown substantially in the automotive industry, involving different structures (Freyssenet, 2009;Matui & Sacomano, 2017;Wang et al, 2016).…”

Governança colaborativa nas redes do programa nacional de alimentação escolar

“…As escolas que participam do PNAE superam cinco mil em todo o país. Há um conjunto sugestões e procedimentos no Programa recomendando cardápios e nutrientes, higiene, organização de cozinhas, treinamento (Borgatti, 2005;Sacomano Neto, 2016) 2. Mecanismos para adaptação de regras contratuais (Jones, et al, 1997) B. Relação grupo-sujeito (imersão, participação, comprometimento, identificação com grupo, pertencimento) (Weber & Grisci, 2010) 3.…”