1,721,048 research outputs found
The leveraging of interfirm relationships as a distinctive organizational capability: A longitudinal study
No full textIn this paper we present a study of the structure of three lead firm-network relationships at two points in time. Using data on companies in the packaging machine industry, we study the process of vertical disintegration and focus on the ability to coordinate competencies and combine knowledge across corporate boundaries. We argue that the capability to interact with other companies - which we call relational capability - accelerates the leaa firm's knowledge access and transfer with relevant effects on company growth and innovativeness. This study provides evidence that interfirm networks can be shaped and deliberately designed: over time managers develop a specialized supplier network and build a narrower and more competitive set of core competencies. The ability to integrate knowleage residing both inside and outside the firm's boundaries emerges as a distinctive organizational capability. Our main goal is to contribute to the current discussion of cooperative ties and dynamic aspects of interfirm networks, adding new dimensions to resource-based and knowledge-based interpretations of company performance. Copyright © 1999 John Wiley & Sons, Ltd
The glue and the pieces: Entrepreneurship and innovation in small-firm networks
No full textThe paper explores the dynamics of inter-firm networks in two industrial districts in Ital
The capabilities of the transnational firm: Accessing knowledge and leveraging inter-firm relationships
No full textThe nature of competition imposes a fundamental re-examination of strategies, both at the corporate and business level. Observation of a large number of firms reveals changes aimed at creating more permeable boundaries for breaking down costs, while increasing efficiency in product innovation and manufacturing. What appears to be relevant in many of these efforts is the emergence of transnational organisational architectures (TOA) in which the value-generating activities are distributed among different countries and actors, and then recomposed at the corporate level without losing efficiency. In this paper, we put forward the proposition that relational capability represents a distinctive competence for the transnational firm. The ability to access new knowledge or complementary capabilities, and to leverage inter-firm relationships and opportunities wherever they arise emerges as a critical factor for success on a global scale
Networks within industrial districts: Organising knowledge creation and transfer by means of moderate hierarchies
No full textThis paper furnishes evidence of innovative modes of organisation of inter-firm relationships and knowledge management within industrial districts. With the aid of a district firm, we first highlight the marked tendency among the largest companies to eschew an exclusively endogenous innovative process. Next, we analyse how the leading firm can play an active role within a network by assigning outside its boundaries tasks that were once undertaken in-house. This happens gradually with the moderate hierarchisation of originally destructured network relationships. In its attempt to organise innovative modes of design and manufacturing, without losing control and strategic legitimisation, the leading firm elects a coordinating agent with direct responsibility over a selected team of specialist suppliers. © 2000 Kluwer Academic Publishers
Never change a winning team? A study on network dynamics and performance in the motion picture industry
No full textDoes the interplay of network structure and institutions affect scientific productivity?
No full textNo pain, no gain: Network structure in higly regulated settings. Evidences form clinical research
No full textCorrigendum to “Central positions and performance in the scientific community. Evidences from clinical research projects” [J. Bus. Res. 68(5) (2015) 1074–1081] (Journal of Business Research (2015) 68(5) (1074–1081), (S0148296314003397), (10.1016/j.jbusres.2014.10.009))
Full text linkCorrigendum text: Authors would like to correct an imprecise definition, with respect to the variables used in the paper. On page 1077, column 2, second paragraph, the definition of closeness centrality should read as: “Closeness centrality is the reciprocal of farness (Bavelas, 1950) and indicates how “close” a node is to all the other nodes within the network.” And not as reported in the article: “Closeness centrality is based upon “the frequency with which a point falls between pairs of other points on the shortest or geodesic paths connecting them” (Freeman, 1979).” While this has no effect on the article development, hypotheses or analyses, which are all based on the idea and measure of closeness centrality, the sentence wrongly reports the definition of betweenness centrality (Freeman, 1979)
- …
