Full-text resources of CEJSH and other databases are now available in the new Library of Science.
Visit https://bibliotekanauki.pl

PL EN


2016 | 4/2016 (64), t.2 | 17 - 30

Article title

Logika strategii sieciowych

Authors

Content

Title variants

EN
Network Strategies Logic

Languages of publication

PL EN

Abstracts

PL
Artykuł przyjmuje perspektywę logiki dominującej, tj. konceptualizacji biznesu oraz krytycznych decyzji alokacyjnych, by zaproponować typologię strategii sieciowych. Pierwszy typ opiera się na logice strukturalnej i zmierza do uzyskania renty pozycyjnej, konfiguracyjnej lub relacyjnej. Drugi typ to zasobowa logika sieciowa, w której sieć staje się sposobem dostępu do zasobów, kluczowym zasobem oraz wyzwaniem kompetencyjnym dla organizacji. Trzecia logika postrzega sieć jako układ tworzenia i zawłaszczania wartości przez koopetycję oraz ekosystemy.
EN
This paper adopts a dominant logic perspective, i.e. conceptualization of business and critical resource allocation, in order to provide a network strategies typology. The first type is based on structural logic and seeks positional, configuration and relational rents. The second logic is resource-based and views networks as a resource access structure, a critical resource per se and a competence development challenge. Third, the value-creation and value-appropriation logic opens ways to exploit coopetition or ecosystems in firms’ strategies.

Year

Pages

17 - 30

Physical description

Dates

published
2016-12-18

Contributors

  • University of Economics in Katowice, Department of Management Theory

References

  • Blomqvist, K. and Levy, J. (2006). Collaboration capability – a focal concept in knowledge creation and collaborative innovation in networks. International Journal of Management Concepts and Philosophy, 2(1), 31–48.
  • Bogner, W.C. and Barr, P.S. (2000). Making sense in hypercompetitive environments: A cognitive explanation for the persistence of high velocity competition. Organization Science, 11(2), 212–226.
  • Bonner, J.M., Kim, D., and Cavusgil, S.T. (2005). Self-perceived strategic network identity and its effects on market performance in alliance relationships. Journal of Business Research, 58(10), 1371–1380.
  • Brandenburger, A.M. and Nalebuff, B.J. (1995). The right game: Use game theory to shape strategy. Harvard Business Review, 73(4), 57–71.
  • Burt, R.S. (1992). Structural holes. The social structure of competition. Cambridge: Harvard University Press.
  • Capaldo, A. (2007). Network structure and innovation: The leveraging of a dual network as a distinctive relational capability. Strategic Management Journal, 28(6), 585–608.
  • Czakon, W. (2011). Paradygmat sieciowy w naukach o zarządzaniu. Przegląd Organizacji, 11(5).
  • Czakon, W. (2012). Sieci w zarządzaniu strategicznym. Warszawa: Wolters Kluwer Polska.
  • Czakon, W. (2013). Splątanie gospodarki. Zeszyty Naukowe Wyższej Szkoły Bankowej w Poznaniu, 49, 17–25.
  • Dhanaraj, C. and Parkhe, A. (2006). Orchestrating innovation networks. Academy of Management Review, 31(3), 659–669.
  • Dyer, J.H. and Singh, H. (1998). The relational view: Cooperative strategy and sources of interorganizational competitive advantage. Academy of Management Review, 23(4), 660–679.
  • Dyer, J.H. and Hatch, N.W. (2004). Using supplier networks to learn faster. MIT Sloan Management Review, 45(3), 57–63.
  • Fernandez, A.S., Le Roy, F., and Gnyawali, D.R. (2014). Sources and management of tension in co-opetition case evidence from telecommunications satellites manufacturing in Europe. Industrial Marketing Management, 43(2), 222–235.
  • Fombrun, C.J. (1982). Strategies for network research in organizations. Academy of Management Review, 7(2), 280–291.
  • Gadde, L.E., Håkansson, H., and Persson, G. (2010). Supply Network Strategies. John Wiley & Sons.
  • Garcia-Pont, C. and Nohria, N. (2002). Local versus global mimetism: The dynamics of alliance formation in the automobile industry. Strategic Management Journal, 23(4), 307–321.
  • Garud, R. and Kumaraswamy, A. (1993). Changing competitive dynamics in network industries: An exploration of Sun Microsystems’ open systems strategy. Strategic Management Journal, 14(5), 351–369.
  • Gimeno, J. (2004). Competition within and between networks: The contingent effect of competitive embeddedness on alliance formation. Academy of Management Journal, 47(6), 820–842.
  • Glinka, B. and Gudkova, S. (2011). Przedsiębiorczość. Warszawa: Wolters Kluwer Polska.
  • Granovetter, M. (1985). Economic action and social structure: The problem of embeddedness. American Journal of Sociology, 91, 481–510.
  • Grant, R.M. (1988). On ‘dominant logic’, relatedness and the link between diversity and performance. Strategic Management Journal, 9(6), 639–642.
  • Hagiu, A. and Yoffie, D.B. (2009). What’s your Google strategy?. Harvard Business Review, 87(4), 74–81.
  • Håkansson, H. and Snehota, I. (1989). No business is an island: the network concept of business strategy. Scandinavian Journal of Management, 5(3), 187-200.
  • Håkansson, H. and Ford, D. (2002). How should companies interact in business networks? Journal of Business Research, 55(2), 133–139.
  • Håkanson, L. (2010). The firm as an epistemic community: The knowledge-based view revisited. Industrial and Corporate Change, 19(6), 1801–1828.
  • Hamel, G. (1991). Competition for competence and interpartner learning within international strategic alliances. Strategic Management Journal, 12(S1), 83–103.
  • Harland, C.M. and Knight, L.A. (2001). Supply network strategy: Role and competence requirements. International Journal of Operations & Production Management, 21(4), 476–489.
  • Hurmelinna-Laukkanen, P. and Puumalainen, K. (2007). Nature and dynamics of appropriability: Strategies for appropriating returns on innovation. R&D Management, 37(2), 95–112.
  • Iansiti, M. and Levien, R. (2004). Strategy as ecology. Harvard Business Review, 82(3), 68–81.
  • Johnson, J.L. (1999). Strategic integration in industrial distribution channels: Managing the interfirm relationship as a strategic asset. Journal of the Academy of Marketing Science, 27(1), 4–18.
  • Kawa, A. and Pierański, B. (2015). Świadomość sieciowa we współpracy gospodarczej przedsiębiorstw w Polsce — wyniki badań. Przegląd Organizacji, (12), 21–27.
  • Klimas, P. (2011). Wymiary bliskości w sieciach innowacji. Przegląd Organizacji, (4), 16–20.
  • Koka, B.R. and Prescott, J.E. (2008). Designing alliance networks: The influence of network position, environmental change, and strategy on firm performance. Strategic Management Journal, 29(6), 639–661.
  • Lin, N. (2002). Social capital: A theory of social structure and action. Cambridge: Cambridge University Press.
  • Luo, Y. (2007). A coopetition perspective of global competition. Journal of World Business, 42(2), 129–144.
  • Miller, D. and Friesen, P.H. (1986). Porter’s (1980) generic strategies and performance: An empirical examination with American data Part II: Performance implications. Organization studies, 7(3), 255–261.
  • Mitrega, M., Forkmann, S., Ramos, C., and Henneberg, S.C. (2012). Networking capability in business relationships – Concept and scale development. Industrial Marketing Management, 41(5), 739–751.
  • Möller, K. and Rajala, A. (2007). Rise of strategic nets – New modes of value creation. Industrial Marketing Management, 36(7), 895–908.
  • Moore, J.F. (1993). Predators and prey: A new ecology of competition. Harvard Business Review, 71(3), 75–83.
  • Niemczyk, J. (2013). Strategia: od planu do sieci. Wrocław: Wydawnictwo Uniwersytetu Ekonomicznego.
  • Nohria, N. and Garcia-Pont, C. (1991). Global strategic linkages and industry structure. Strategic Management Journal, 12(S1), 105–124.
  • Obloj, T., Obloj, K., and Pratt, M.G. (2010). Dominant logic and entrepreneurial firms’ performance in a transition economy. Entrepreneurship Theory and Practice, 34(1), 151–170.
  • Ozcan, P. and Eisenhardt, K.M. (2009). Origin of alliance portfolios: Entrepreneurs, network strategies, and firm performance. Academy of Management Journal, 52(2), 246–279.
  • Pfeffer, J. and Salancik, G.R. (1978). The External Control of Organizations: A resource dependence approach. New York: Harper and Row Publishers.
  • Prahalad, C.K. and Bettis, R.A. (1986). The dominant logic: A new linkage between diversity and performance. Strategic Management Journal, 7(6), 485–501.
  • Ritter, T. and Gemünden, H.G. (2003). Network competence: Its impact on innovation success and its antecedents. Journal of Business Research, 56(9), 745–755.
  • Salancik, G. (1995). Review Essay – Wanted: A Good Network Theory of Organization, Administrative Science Quarterly, 40(2), 345–349.
  • Stańczyk-Hugiet, E. (2015). Strategicznie o ekosystemie biznesu. Prace Naukowe Wałbrzyskiej Wyższej Szkoły Zarządzania i Przedsiębiorczości, 32, 395–409.
  • Światowiec-Szczepańska, J., Małys, Ł., and Zdziarski, M. (2015). Strukturalne powiązania sieciowe spółek giełdowych. In: W Czakon (ed.), Przedsiębiorstwo w sieci. Zeszyty Naukowe Wyższej Szkoły Bankowej w Poznaniu, 64, 35–46.
  • Vargo, S.L. and Lusch, R.F. (2004). Evolving to a new dominant logic for marketing. Journal of Marketing, 68(1), 1–17.
  • Walsh, J.P. (1995). Managerial and organizational cognition: Notes from a trip down memory lane. Organization Science, 6(3), 280–321.
  • Zaheer, A., Gulati, R., and Nohria, N. (2000). Strategic networks. Strategic Management Journal, 21(3).

Document Type

Publication order reference

Identifiers

ISSN
1644-9584

YADDA identifier

bwmeta1.element.desklight-c5b54a81-98dd-4604-9c2e-7abe579a12dc
JavaScript is turned off in your web browser. Turn it on to take full advantage of this site, then refresh the page.