Toward increasing affective commitment in SME strategic networks

Abstract

Purpose To hinder the high failure rate of strategic networks, recently scholars have concentrated on behavioral aspects such as trust, conflict management, resolution and commitment as fundamental antecedents of strategic network performance. Within this context, this paper focuses on the antecedents of affective commitment, based on the rationale that an increasing affective commitment cannot occur naturally during network evolution. Therefore, the purpose of this paper is to understand how affective commitment is achieved along the development process of small- and medium-sized enterprise (SME) strategic networks. Design/methodology/approach To address the aim of the paper, a qualitative approach based on multiple case studies was used. Two case studies of Italian SME strategic networks having an increasing and decreasing level of affective commitment were selected to have a base of comparison, following a “polar types” theoretical sampling approach. Findings By comparing two cases in which partners show a different affective commitment along the network development process, this study allows providing a twofold contribution. The former is to unveil the most relevant elements partners may rely on to achieve an increasing affective commitment and the latter is to propose a dynamic approach toward the study of affective commitment in SME strategic networks. Research limitations/implications Considering the limited generalizability of this exploratory study due to the analysis of two cases, future studies with a larger number of strategic multipartner networks can expand the understanding of the dynamics leading to increasing commitment. Practical implications The paper provides a series of practical guidelines for managers to create a trusting environment with a high level of affective commitment within the context of SME networks, which can contribute to their survival. Originality/value The originality of the study consists in having adopted a dynamic approach toward studying affective commitment in the context of SME networks, which resulted in the identification of relevant factors that can lead to increasing affective commitment.

Network management and value creation in strategic networks: evidence from Brazil

“…Previous studies analysed SNs in technology-intensive industries in developed countries such as Germany and the Netherlands (Manser et al , 2016; Heidenreich et al , 2016; Beelen et al , 2022). Other works examined Italian SNs composed of SMEs (Antoldi and Cerrato, 2020; Agostini et al , 2019) and networks consisting of partners in different countries (Leite et al , 2018). Our research focused on SNs which operate in a technology-intensive industry but in an emerging economy.…”

“…Trust and commitment are essential for achieving positive outcomes (Milward and Provan, 2006) because they create cohesion and foster joint action (Heidenreich et al, 2016;Markovic, 2017). The case studies carried out by Agostini et al (2019) with Italian SNs highlighted the importance of managers promoting an environment of trust with high commitment. These two elements played an essential role in the survival of the analysed SNs.…”

“…Effective network management involves developing an infrastructure that enables spaces for interaction (Agostini et al , 2019) within which collaboration can occur (Markovic, 2017). Moreover, network management must encourage participants to engage in collaborative activities (Beelen et al , 2022).…”

“…In addition, we highlight the importance of network management, its role in network performance (Dagnino et al , 2016; Manser et al , 2016; Markovic, 2017) and the value creation process (Antoldi and Cerrato, 2020). Moreover, previous works have mainly focused on SNs in developed countries (Manser et al , 2016; Heidenreich et al , 2016; Beelen et al , 2022; Antoldi and Cerrato, 2020; Agostini et al , 2019). Because we have analysed SNs in an emerging country, our study helps expand the comprehension of how network management matters for value creation in different contexts.…”

The Influence of Employer Brand Dimensions on the Affective Organizational Commitment of Employees in Small and Medium-Sized Enterprises

“…This research is based on the theoretical concept developed by Allen and Meyer [37], who observe organizational commitment through three perspectives: affective commitment, normative commitment, and continuance commitment. Affective organizational commitment develops as a result of loyalty and identification with the organization; continuance commitment arises when it is too costly for a person to leave the organization, while normative commitment evolves into a duty to stay within the company [37,38]. In other words, employees who develop affective organizational commitment stay within the organization because they wish to, those who develop continuance commitment stay because they have to, while those employees whose connection to the organization is based on normative commitment stay in the organization because it is morally acceptable [39].…”