Small-Firm Networks: hybrid arrangement or organizational form?

Abstract

In the field of organizations, one relevant question is whether or not to consider networks as organizational forms. On the one hand, Williamson (1985) says that networks are hybrid arrangements. On the other, authors like Powell (1990) argue that networks constitute themselves as organizational forms. Given this dilemma, the present article proposes the analysis of organizational characteristics of small-firm networks (SFN). To reach such objective, twelve SFNs in distinct stages of development were analyzed. The results show that SFNs constitute themselves as singular organization forms which boundaries and identities are delineated by strategy, structure, coordination, processes and relationships.

Bases, processes, results and contexts of interorganizational learning in cooperation networks: A multiple case study

“…A confiança é uma das dimensões de maior relevância, quando empresas atuam em redes de cooperação, já que as relações podem envolver concorrentes, ou seja, organizações atuantes no mesmo mercado (Lewicka & Zakrzewska-Bielawska, 2020;Massaro, Moro, Aschauer & Fink, 2019). Por outro lado, a cooperação entre pequenas e médias empresas desenvolve uma identidade coletiva, capaz de gerar vantagens competitivas, se comparada a organizações que atuam isoladamente (Verschoore, Balestrin & Perucia, 2014). As vantagens advindas da cooperação são variadas, como: maior facilidade para acessar recursos (Oliver, 1990), transferir conhecimento e informação (Gausdal, Svare, & Möllering, 2016;Hoffmann, Lopes, & Medeiros, 2014), reduzir incertezas, e obter economias de custo, de escala e de escopo (Becker & Dietz, 2004;Oliver, 1990).…”

Visão Baseada Em Recursos No Contexto Acadêmico: A Experiência Das Empresas Juniores Da Universidade De Brasília

“…Este resultado, presente também nos estudos de Pavão et al (2011), Hermes et al (2015), Fonseca e Cunha (2015) indica que os recursos financeiros podem ser estratégicos e valiosos para empresas atuantes em setores e mercados diversos. Este recurso favorece às EJs, do mesmo modo, a possibilidade de transacionar com os mais diversos tipos de clientes -de empresas de grande porte ou órgãos públicos -inclusive, quando se trata da realidade das micro e pequenas empresas, as quais, ceteris paribus, possuem reduzida capacidade operacional e de investimentos (Balestrin & Vargas, 2004;Verschoore, Balestrin & Perucia, 2014). Complementarmente, Pavão et al (2011) sinalizaram que um recurso financeiro valioso pode se tornar um ponto importante de vantagem competitiva, quando combinado com recursos estratégicos de outras categorias e vice-versa.…”

The Management of Innovation Networks: Possibilities of Collaboration in Light of Game Theory

“…Governance system and inter-organizational network management Source: Translated and adapted from Roth et al (2012) Provan and Kenis (2008) also contributed to the discussion by proposing three forms of network administration: shared governance among the members of the network, when the organizational leader, who is a member acting as leader, coordinates the network activities and decisions; the Network Administrative Organization (NAO) model, in which the network is governed by an administrative entity separate from its members, which can be set up by its members or appear naturally when the network is formed; and Participant-Governed Network (PGN), in which the network is governed formally or informally by its participants. Regarding network management practices, Verschoore et al (2014) also add some valuable guidelines for a network management assessment model: strategy, structure, coordination, processes and relationships. These are guidelines that network managers can use to identify gaps and failures in management and take the necessary actions.…”

“…To encourage diversity in one-to-one relations in the network Gulati, 1995Gulati, , 1998Cullen et al, 2000;Provan et al, 2007;Provan & Kenis, 2008;Höher & Tatsch, 2011;Brand et al, 2014;Verschoore et al, 2014 To share and interact with networking members based on group affinity To disseminate the gains in mutual relations between networking players Social responsibility in innovation networks…”