Time and process in business network research

Halinen, Aino; Medlin, Christopher J.; Törnroos, Jan-Åke

doi:10.1016/j.indmarman.2012.01.006

Cited by 168 publications

(140 citation statements)

References 39 publications

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“…Innovation reinforces the notion of a 'constant state of becoming' (Halinen et al, 2012). It enables '… the creation of substantial new value for customers and the firm by creatively changing one or more dimensions of the business system' (Birkinshaw et al, 2011: 29).…”

Section: Background: Innovation and Business Networkmentioning

confidence: 97%

“…A strong process view shifts towards an ontology that puts interhuman and inter-organizational interaction centerstage (Håkansson and Ford, 2002;Halinen et al, 2012). It rejects a reified notion of content in accordance with a longstanding tradition of practice-based theorizing on technology (Orlikowski, 2000).…”

Section: An Uneasy Alliance Between 'Content' and Strong Process Viewmentioning

confidence: 98%

“…Process-centric research at the network level often focuses on interactions (Blaschke et al, 2012), and the pivotal role of agency (Gulati and Srivastava, 2014) and time (Halinen et al, 2012). Networks are discursive constructions in which participants construct meaning (Lowe et al, 2016), 'network pictures' and network strategies (Abrahamsen et al, 2016;Vaara et al, 2004).…”

Section: Business Network Innovation In Business Network Ongoing Pmentioning

confidence: 99%

“…As an extension, the fourth philosophy, adding pragmatism and content encapsulation, can accommodate dualistic process-content research and even monist content-centric research 17 . Leaving the strong process foundation intact, researchers may consider reification (Halinen et al, 2012). That is, the fourth philosophy allows for sub-studies that seek to leverage the opportunities of the two alternative philosophies while safeguarding foundational consistency of research ontology and epistemology.…”

Section: Pragmatism Offers a Number Of Steps For Enacting Collective mentioning

confidence: 99%

“…They rely on post-processual (Chia and MacKay, 2007), strong change (Andersen and Medlin, 2016) The shift towards a strong process view represents a major change in theorizing on business networks. 'Weak process sees the world as made of things and views process as a change in entities, while strong process views the world as a process in which things are reifications of processes and in a constant state of becoming' (Halinen et al, 2012). According to the latter view, business networks 'exist' in the sense of multiple intersecting practices (Holttinen, 2014).…”

Section: Introductionmentioning

confidence: 99%

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Alliance strategy: context, process, and requirements

Keers

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Section: Background: Innovation and Business Networkmentioning

confidence: 97%

Section: An Uneasy Alliance Between 'Content' and Strong Process Viewmentioning

confidence: 98%

Section: Business Network Innovation In Business Network Ongoing Pmentioning

confidence: 99%

Section: Pragmatism Offers a Number Of Steps For Enacting Collective mentioning

confidence: 99%

Section: Introductionmentioning

confidence: 99%

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Alliance strategy: context, process, and requirements

Keers

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Weaving a strategy for a base‐of‐the‐pyramid market: The case of Grundfos LIFELINK

Andersen

Esbjerg

2020

Bus Strat Env

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This paper explores the development of strategies by multinational corporations (MNCs) for serving markets at the base of the economic pyramid (BoP). MNCs play an important role in meeting the Sustainable Development Goals (SDGs) formulated by the United Nations (UN), as they are responsible for one-third of the total economic output and the majority of world trade. However, little is known about how MNCs contribute to meeting the UN SDGs. Through an in-depth analysis of how Grundfos, a Danish MNC and a leading supplier of pumps, developed a solution for supplying fresh potable water to rural villages in Kenya, we investigate some challenges MNCs face and demonstrate the importance of intimate engagement with the context of strategic action. Tackling sustainable development issues in the context of BoP markets represents a distinctive challenge to MNCs, which often do not have a good understanding of BoP environments. Drawing on contrasting ideas of strategy as navigation or wayfaring, we highlight the dangers of trying to impose existing strategies and business practices in market contexts, which are fundamentally different from existing ones. We add to the existing research by exploring how such frameworks interact with strategizing processes in a novel environment for the operating firm. Specifically, we explore the interrelatedness between planned and emergent approaches to strategizing in BoP market environments.

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Tomorrow is already here: Exploring how corporate foresight can contribute to ambidexterity

van der Duin,

Trott,

Marzi

2024

Strategic Change

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Corporate foresight involves strategically exploring multiple potential futures and serves as a tool to guide organizational decision‐making processes. Despite its significance, a predominant focus on immediate, short‐term issues often characterizes the operational mindset of many companies. As a result, companies frequently encounter challenges in achieving organizational ambidexterity—the ability to balance and leverage both the exploitation of current capabilities and the exploration of new opportunities in the future. In this paper, we propose a theoretical investigation of corporate foresight. We develop a conceptual framework that delineates different relationships between corporate foresight and organizational ambidexterity, providing a structured approach to understand how these concepts interact and influence each other. Our framework proposes three ways corporate foresight can significantly enhance ambidexterity within organizations. First, corporate foresight can be pivotal in identifying and analyzing future trends and disruptions, which can inform strategic decision‐making. Secondly, corporate foresight can better align an organization's long‐term strategic goals and short‐term operational objectives, thus enhancing ambidexterity. Finally, corporate foresight can bridge different organizational units, promoting collaboration and knowledge sharing, aiding in developing a holistic approach to strategic planning that encompasses daily operational excellence and future‐oriented strategic posture.

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Time and process in business network research

Cited by 168 publications

References 39 publications

Alliance strategy: context, process, and requirements

Alliance strategy: context, process, and requirements

Weaving a strategy for a base‐of‐the‐pyramid market: The case of Grundfos LIFELINK

Tomorrow is already here: Exploring how corporate foresight can contribute to ambidexterity

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