Dynamics of Network Relations: How Organizations Exploit Inter-organizational Networks to Gain Set

• Autorzy: Marcin Flieger
• Języki publikacji: EN

Abstrakty

EN

Purpose: The main scientific purpose of this article is to identify the way organizations exploit network relations' features in order to gain set benefits, from the dynamic perspective of achieving another levels of network collaboration maturity. Design/methodology/approach: Conceptual development and positioning of the research aim at providing a generalizable contribution to management science, at the same time being accessible to practitioners. The research was carried out using the interpretive method of a multiple case study, following its methodological rigor. It was divided into two stages: within-case analysis and cross-case analysis. According to the replication logic, case studies constitute series of independent research which provide data corresponding with set research questions. Findings: The conducted research shows that as a part of a network organizations gain various types of benefit and its character evolves as the collaboration achieves another levels of maturity. At the same time, along with the evolution of the reasons for developing network collaboration, organizations exploit different features of network relations, in order to maximize the benefit. Practical implications: The research leads to presenting a pattern of exploiting network relations' features in order to gain set benefits. The identified template serves as a tool for practitioners and allows more conscious planning and developing the interactions with business partners. Consequently, it supports maximizing benefits from the network collaboration as it achieves another levels of maturity. Originality/value: The author adopts a dynamic perspective to the problem of intentional creation of network relations in order to gain set benefits. In the literature still very little attention is put on understanding the reasons for network development and the evolution of network relations' features as organizations achieve another levels of network maturity. Therefore, the author focuses on filling this gap by deepening the analysis of the network trend and increasing efficiency of realized tasks from the egocentric perspective of a network member.(original abstract)

Słowa kluczowe

EN

Network organisations; Network approach; Network relationships

PL

Organizacje sieciowe; Podejście sieciowe; Powiązania sieciowe

• Czasopismo: Zeszyty Naukowe. Organizacja i Zarządzanie / Politechnika Śląska
• Rocznik: 2022
• Numer: z. 166
• Strony: 195--212

Twórcy

autor

Marcin Flieger

• General Tadeusz Kościuszko Military University of Land Forces

Bibliografia

• 1. Anderson, J. C., Håkansson, H., Johanson, J. (1994). Dyadic business relationships within a business network context. Journal of Marketing, 58(4), pp. 1-15.
• 2. Bryson, J.M., Crosby, B.C., Stone, M.M. (2015). Designing and implementing cross-sector collaborations: Needed and challenging. Public Administration Review, 75(5), pp. 647-663.
• 3. Camagni, R. (1995). Global network and local milieu: towards a theory of economic space. In: S. Conti, E.J. Malecki, P. Oinas (Eds.), The industrial enterprise and its environment: spatial perspectives. Avebury: Aldershot.
• 4. Cavalcanti, T.V.V., Giannitsarou, Ch., Johnson, Ch.R. (2017). Network cohesion. Economic Theory, 64(1), pp. 1-21.
• 5. Choi, K., Lee, D. (2022). Network externalities and endogenous timing in managerial firms. Managerial and Decision Economics, 5, pp. 1462-1475. https://doi.org/10.1002/mde.3467.
• 6. Church, J., Gandal, N., Krause, D. (2008). Indirect network effects and adoption externalities. Review of Network Economics, 7(3), pp. 337-358. https://doi.org/10.2139/ ssrn.369120.
• 7. Czakon, W. (2005). Istota relacji sieciowych przedsiębiorstwa. Przegląd Organizacji, 9, pp. 10-13.
• 8. Czakon, W. (2007). Dynamika więzi międzyorganizacyjnych przedsiębiorstwa. Katowice: Wydawnictwo Akademii Ekonomicznej im. Karola Adamieckiego.
• 9. Czakon, W. (2012). Sieci w zarządzaniu strategicznym. Warszawa: Oficyna Wolters Kluwer Business.
• 10. Dyer, J. (1997). Effective interfirm cooperation: How firms minimize transaction costs and maximize transaction value. Strategic Management Journal, 18(7), pp. 535-556.
• 11. Easton, G. (1992). Industrial networks: A review. In: B. Axelsson, G. Easton (Eds.), Industrial networks. A new view of reality. London: Routledge.
• 12. Edelenbos, J., Klijn, E.H. (2007). Trust in complex decision-making networks: a theoretical and empirical exploration. Administration and Society, 39(1), pp. 25-50. https://doi.org/10.1177/0095399706294460.
• 13. Eisenhardt, K.M. (1991). Better stories and better constructs: The case for rigor and comparative logic. Academy of Management Review, 16(3), pp. 620-627. https://doi.org/10.2307/258921.
• 14. Eisenhardt, K.M., Graebner, M.E. (2007). Theory building from cases: Opportunities and challenges. Academy of Management Journal, 50(1), pp. 25-32. https://doi.org/10.5465/ amj.2007.24160888.
• 15. Flyvbjerg, B. (2012). Five misunderstandings about case study research. In: M. Savin-Baden, C. Howell Major (Eds.), Qualitative research: The essential guide to theory and practice. London: Routledge.
• 16. Ford, D., Gadde, L.E., Håkansson, H., Snehota, I. (2003). Managing business relationships. London: Wiley.
• 17. Gebo, E., Bond, B.J. (2019). Improving inter-organizational collaborations: An application in a violence reduction context. The Social Science Journal, pp. 1-9. https://doi.org/10.1016/j.soscij.2019.09.008.
• 18. Goerdel, H.T. (2006). Taking initiative: Proactive management and organizational performance in networked environments. Journal of Public Administration Research and Theory, 16(3), pp. 351-363. https://doi.org/10.1093/jopart/mui051.
• 19. Graebner, M.E., Martin, J.A., Roundy, P.T. (2012). Qualitative data: Cooking without a recipe. Strategic Organization, 10(3), pp. 276-284.
• 20. Håkansson, H., Snehota, I. (1989). No business in an island: The network concept of business strategy. Scandinavian Journal of Management, 5(3), pp. 187-200. https://doi.org/10.1016/0956-5221(89)90026-2.
• 21. Hopkins, L., Chamberlain, D., Held, F., Riley, T., Zhou Jing Wang, J., Conte, K. (2019). Collaborative networks in chronic disease prevention: what factors inhibit partnering for funding? International Journal of Public Administration, 4(1), pp. 1-9. https://doi.org/10.1080/01900692.2019.1669177.
• 22. Horn, J. (2018). Economic rent. In: M. Augier, D.J. Teece, (Eds.), The Palgrave encyclopedia of strategic management. Palgrave Macmillan.
• 23. Hu, Q., Khosa, S., Kapucu, N. (2016). The intellectual structure of empirical network research in public administration. Journal of Public Administration Research and Theory, 26(4), pp. 593-612. https://doi.org/10.1093/jopart/muv032.
• 24. Kickert, W.J., Klijn, E.H., Koppenjan, J. (Eds.) (1997). Managing complex networks: strategies for the public sector. London: Sage Publications.
• 25. Kilduff, M., Tsai, W. (2003). Social networks and organizations. Thousand Oaks: Sage Publications.
• 26. Kim, J.Y. (Rose), Howard, M., Pahnke, E.C., Boeker, W. (2016). Understanding network formation in strategy research: exponential random graph models. Strategic Management Journal, 37(1), pp. 22-44.
• 27. Klaster, E., Wilderom, C., Muntslag, D. (2017). Balancing relations and results in regional networks of public-policy implementation. Journal of Public Administration Research and Theory, 27(4), pp. 676-691. https://doi.org/10.1093/jopart/mux015.
• 28. Lo, F.Y., Chiao, Y.C., Yu, C.M.J. (2016). Network and institutional effects on SMEs' entry strategies. MIR: Management International Review, 56(4), pp. 531-563.
• 29. Lucidarme, S., Cardon, G., Willem, A. (2015). A comparative study of health promotion networks: Configurations of determinants for network effectiveness. Public Management Review, 18, pp. 1163-1217.
• 30. Mason, J. (2018). Qualitative researching. Sage.
• 31. Mayne, J., Wileman, T., Leeuw, F. (2003). Networks and partnering arrangements: New challenges for evaluation and auditing. In: A. Gray, B. Jenkins, F. Leeuw, J. Mayne (Eds.), Collaboration in public services: The challenge for evaluation. New Brunswick: Transaction Publishers.
• 32. Miles, M.B., Huberman, A.M., Saldana, J. (2014). Qualitative data analysis. A methods sourcebook. London: Sage Publications.
• 33. Mu, R., Jia, J., Leng, W., Haershan M., Jin, J. (2018). What conditions, in combination, drive inter-organizational activities? Evidence from cooperation on environmental governance in nine urban agglomerations in china. Sustainability, 10, 2387, pp. 1-16. https://doi.org/10.3390/su10072387.
• 34. Najda-Janoszka, M. (2016). Dynamic capability-based approach to value appropriation. Cracow: Jagiellonian University Press.
• 35. Newman, J., Barnes, M., Sullivan, H., Knops, A. (2004). Public participation and collaborative governance. Journal of Social Policy, 33(2), pp. 203-223. https://doi.org/10.1017/S0047279403007499.
• 36. Paruchuri, S., Awate, S. (2017). Organizational knowledge networks and local search: The role of intra-organizational inventor networks. Strategic Management Journal, 38(3), pp. 657-675.
• 37. Pedersen, S., Clausen, Ch., Jørgensen, M.S. (2022). Navigating value networks to co-create sustainable business models: An actionable staging approach. Business Strategy and the Environment (Early view). https://doi.org/10.1002/bse.3127
• 38. Peteraf, M.A. (1993). The cornerstones of competitive advantage: A resource-based view. Strategic Management Journal, 14(3), pp. 179-191.
• 39. Peterman, A., Kourula, A., Levitt, R. (2020). Organizational roles in a sustainability alliance network. Business Strategy and the Environment, 29(8), pp. 3314-3330. https://doi.org/10.1002/bse.2574.
• 40. Sakai, K., Kang, N.H. (2000). International strategic alliances: Their role in industrial globalization. OECD, DSTI Working Paper/DOC 5.
• 41. Saz-Carranza, A., Iborra, S.S., Albareda, A. (2016). The power dynamics of mandated network administrative organizations. Public Administration Review, 76(3), pp. 449-462.
• 42. Sharkey, T.C., Nurre Pinkley, S.G., Eisenberg, D.A., Alderson, D.L. (2021). In search of network resilience: An optimization-based view. Networks, 2, pp. 225-254. https://doi.org/10.1002/net.21996.
• 43. Siciliano, M.D., Wang, W., Medina, A. (2020). Mechanisms of network formation in the public sector: A systematic review of the literature. Perspectives on Public Management and Governance, gvaa017. https://doi.org/10.1093/ppmgov/gvaa017.
• 44. Silvia, Ch. (2017). Evaluating collaboration: The solution to one problem often causes another. Public Administration Review, 78(3), pp. 472-478. https://doi.org/10.1111/ puar.12888.
• 45. Srivastava, S.B. (2015). Intraorganizational network dynamics in times of ambiguity. Organization Science, 26(5), pp. 1365-1380.
• 46. Tatarynowicz, A., Sytch, M., Gulati, R. (2016). Environmental demands and the emergence of social structure: technological dynamism and interorganizational network forms. Administrative Science Quarterly, 61(1), pp. 52-86.
• 47. Vangen, S., Huxham, C. (2010). Introducing the theory of collaborative advantage. In: S.P. Osborne (Ed.), The new public governance? Emerging perspectives on the theory and practice of public governance. London: Routledge.
• 48. Whetsell, T.A., Kroll, A., DeHart Davis, L. (2020). Formal hierarchies and informal networks: How organizational structure shapes information search in local government. Retrieved from https://arxiv.org/abs/2006.08019. 12.02.2021.
• 49. Yin, R.K. (2014). Case study research: Design and methods. Thousand Oaks: Sage Publications.
• 50. Zaheer, A., Gozubuyuk, R., Milanov, H. (2010). It's the connections: The network perspective in interorganizational research. Academy of Management Perspectives, 24(1), pp. 62-77.

Identyfikatory

DOI

10.29119/1641-3466.2022.166.13