Small-Firm Networks and strategies for consolidation: evidence from the Brazilian context

Wegner, Douglas; Bortolaso, Ingridi Vargas; Zonatto, Patrinês Aparecida França

doi:10.7819/rbgn.v18i62.2301

Cited by 7 publications

(8 citation statements)

References 42 publications

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“…SNs need tangible and intangible resources to meet their needs and support the implementation of its strategy. Some examples of resources are adequate physical infrastructure and human and technical resources to support collective strategies (Wegner, Bortolaso, & Zonatto, 2016). Financial resources are also necessary to support the professional managers, physical space, and materials necessary for managing the SN (Wegner & Verschoore, 2022).…”

Section: Network Managementmentioning

confidence: 99%

Are there differences between governing and managing strategic networks of different sizes and ages?

Costa

Luz²,

Wegner³

2022

Journal of Management & Organization

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This paper aims to analyze how governance and management of strategic networks (SNs) composed of small firms differ according to network size and length of existence. We analyzed 20 Brazilian SNs, comparing oldest to youngest and largest to smallest. The results show that large SNs have a more robust management structure, automated process control system, and centralized strategic decision-making power. Only small and younger SNs are not centralized and lack incentive mechanisms for members. Moreover, older SNs have a centralized strategic formulation and implementation process, whereas younger SNs have a more inclusive and participatory one. The results confirm previous studies and offer a fine-grained comprehension of the governance of SNs according to the number of members. The findings contribute to the nascent network governance theory and offer insights to network managers who have to reconfigure the governance as the number of members grows.

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Section: Network Managementmentioning

confidence: 99%

Are there differences between governing and managing strategic networks of different sizes and ages?

Costa

Luz²,

Wegner³

2022

Journal of Management & Organization

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“…From an SME perspective, systematic implementation of sustainability standards can provide a competitive advantage in business networks (Malesios et al , 2018; Ciliberti et al , 2008; Hyder et al , 2017). However, research shows that CSR is not easy for the SMEs to implement in operations, due to scarce resources and capacity (Colovic et al , 2019; Klerkx et al , 2012; Santos, 2011; Wegner et al , 2016). Customers in the market are becoming increasingly concerned about companies practicing CSR when entering the market with new products (Luo and Homburg, 2007; Maignan et al , 1999).…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Market-oriented CSR implementation in SMEs with sustainable innovations: an action research approach

Sundström

Hyder

Chowdhury

2020

BJM

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PurposeThe purpose of the study is to identify and analyze critical mediating and moderating market intelligence challenges faced by the SMEs when implementing corporate social responsibility (CSR) based on an applied market-oriented business model (MOBM).Design/methodology/approachFocusing on developing CSR-integrated market intelligence, this study uses an action research method by analyzing four case studies. Data is collected through interviews, interactive and knowledge-sharing meetings and on-site observations. The study is part of a larger European Union project using the developed MOBM to follow the four companies' CSR implementation and learning process over a 14-month period. The action research includes seven meetings; between these, the researchers introduced the SMEs to different business focus areas, where CSR is a vital part of the MOBM.FindingsThis study shows that the SMEs are too technology-focused and have little initial idea of how to integrate CSR advantages for market intelligence into their internationalization. The MOBM model offers insights and knowledge on the strength and weakness of the internal organization to meet challenges in internationalization.Originality/valueVia case study and action research, this study spotlights the challenges that SMEs face in the CSR implementation process and how they deal with those challenges to develop market intelligence competence internally. Instead of following a traditional research approach, the current study applies a CSR-based method where the SMEs go through a knowledge development process that originated from a theoretically designed MOBM.

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“…The management of these networks includes processes and practices carried out by a group of people focusing on managing efficiently in the interorganizational entity and on locating resources to achieve goals. It also includes significant changes in management practices and functions compared to those used in hierarchical organizations (Wegner et al, 2016). "For SMEs the adoption of advanced management practices in main business processes is key to improve their performance and competitiveness" (Ates et al, 2013, p. 29).…”

Section: Smes' Management In Horizontal Cooperation Networkmentioning

confidence: 99%

“…• The Process gathers the set of activities carried out to transform input into output with the corresponding added value (Bortolaso et al, 2013), as well as the processes performed to direct the network's operation (Wegner et al, 2016);…”

Section: Smes In Horizontal Cooperation Networkmentioning

confidence: 99%

Evaluating management practices in horizontal cooperation SMEs networks: the Ecuadorian context

et al. 2019

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Small- and medium-sized enterprises (SMEs) play an important role in the economic growth of a country and of a sector. They seek to be incorporated into permanent productivity and competitiveness dynamics through a cooperation strategy. This article evaluated the application of management practices to horizontal SMEs networks of the dairy sector in Ecuador by following the constructivist methodology. The literature review and exploratory research indicated an understanding of cooperative work in the networks or Milk Collection Centers (MCCs) and identified the need to evaluate performance when applying management practices as an unavoidable element to enhance their operation and development. The construction phase took as reference a model for the evaluation of management practices in cooperation networks and contextualized it to the Ecuadorian environment. In the evaluation phase, three networks were evaluated, from which results and conclusions were obtained. The developed model identified six criteria with which the evaluations of MCCs were made, whose analysis allowed their performance level to be quantified and a proposal of some specific improvement opportunities for this sector and a group of SMEs.

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Small-Firm Networks and strategies for consolidation: evidence from the Brazilian context

Cited by 7 publications

References 42 publications

Are there differences between governing and managing strategic networks of different sizes and ages?

Are there differences between governing and managing strategic networks of different sizes and ages?

Market-oriented CSR implementation in SMEs with sustainable innovations: an action research approach

Evaluating management practices in horizontal cooperation SMEs networks: the Ecuadorian context

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