Strategic networks and the institutional environment

Järvensivu, Timo; Lukkari, Pirjo; Järvensivu, Paavo

doi:10.1108/17506121011076183

Cited by 4 publications

References 46 publications

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Institutional change and stability in strategic networks in the Brazilian pharmaceutical industry

Monticelli

Wegner

2022

IJPHM

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Purpose This study aims to analyze the dynamics of the institutional change and institutional stability undergone by strategic networks (SNs) in the pharmaceutical industry. Design/methodology/approach The authors performed a case study with four Brazilian SNs which followed different patterns of institutional change and institutional stability. Twenty network managers and network members from the pharmaceutical industry were interviewed, and documents were analyzed. Findings The results show how and why institutions changed or remained the same. More specifically, exogenous shocks can negatively impact the competitive environment influencing institutional change in SNs. Moreover, endogenous shocks may prevent institutional change and stimulate institutional stability. Continuous interaction between institutions and SNs is the key to institutional change, especially if public and private policies are considered a source of political institutions. Originality/value Research has highlighted the endogenous influence of SNs on firms in selecting their partners and arranging their positions in the SNs, but little attention has been paid to how SNs themselves respond to institutions or promote institutional change. This study explains how and why change fails at the network level, additionally pinpointing the main sources of the institutional change and inertia in SNs. As such, network members may use different strategies to stimulate institutional change or stability according to their interests.

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Institutional change and stability in strategic networks in the Brazilian pharmaceutical industry

Monticelli

Wegner

2022

IJPHM

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Changes in industrial network logics: the case of the Japanese retail industry

Hara

2020

JBIM

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Purpose This study aims to examine changes in “network logics” that refer to cognitive views socially accepted by actors about the network. These logics provide organizations with templates on how to act in business networks. This study investigates the causes and processes of network logic changes and the phases in the changes. Design/methodology/approach This study relies on content analysis using text data from newspaper articles on global retailers entering the Japanese retail industry. Three different logics were found to describe the actions of the retailers. Two of the logics are related to institutional and strategic logics including network logics, while the third is associated with institutional works that mean actions to create, maintain and disrupt institutions. Findings With regard to transitions in network logics in the Japanese retail industry, the analysis identified four phases: politicization, reflection, establishment and evaluation. Changes in regulative and normative logics were resulted from institutional works of the global retailers into the Japanese market. The findings also include empirical description about how network changes progress through interactions among business actors. Additionally, compared to the regulative and normative logics, it would be difficult to influence the cultural-cognitive logics. Originality/value Business networks often transform with changes in network logics. This study contributes to the literature on industrial network changes by exploring the interactions between macro-level structural states and micro-level events in network logic transitions.

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Institutional work by market-shaping public actors

Kaartemo

Nenonen

Windahl

2020

JSTP

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PurposeThis study aims to identify institutional work mechanisms that public actors employ in market shaping.Design/methodology/approachThe paper uses an abductive theorizing process, combining a literature review with an empirical exploration of three different market-shaping contexts.FindingsThe study identifies 20 granular mechanisms of institutional work that market-shaping public actors employ. These mechanisms are all potentially employable in creating, maintaining or disrupting markets. Institutional work vis-à-vis individual institutions may differ in direction from the institutional work vis-à-vis the market system. Public actors are not a homogeneous group but may have different values and support competing institutional logics even when operating in the same market.Research limitations/implicationsThe empirical data were limited to three cases in three small open economies. Data collected from other markets and with other methods would provide more rigorous insight into market-shaping public actors.Practical implicationsThe findings revealed institutional work mechanisms that public actors can use to shape markets. Companies wanting to engage public actors in market shaping should be aware of the values and institutional logics that influence market-shaping public actors.Originality/valueThe paper unites and expands on the scattered knowledge regarding institutional work in market shaping. It illuminates and dissects the role of public actors in market shaping, challenging the reactive stance that is often assigned to them. The study provides a better understanding of how conflicting market views affect markets. It also brings insights into the interplay between market-shaping actions and the multiple levels of market systems.

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Strategic networks and the institutional environment

Cited by 4 publications

References 46 publications

Institutional change and stability in strategic networks in the Brazilian pharmaceutical industry

Institutional change and stability in strategic networks in the Brazilian pharmaceutical industry

Changes in industrial network logics: the case of the Japanese retail industry

Institutional work by market-shaping public actors

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