Driving or driven by others? A dynamic perspective on how data-driven start-ups strategize across different network roles in digitalized business networks
Digitalization transforms how actors conduct activities and exchange resources in business networks. Data-driven start-ups are key actors in this transformation as they are often the first to commercialize novel digital technologies and influence business networks through their strategizing. Extant...
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| Vydáno v: | Industrial marketing management Ročník 102; s. 381 - 402 |
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| Hlavní autoři: | , , , , , |
| Médium: | Journal Article |
| Jazyk: | angličtina |
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Elsevier Inc
01.04.2022
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| Témata: | |
| ISSN: | 0019-8501 |
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| Abstract | Digitalization transforms how actors conduct activities and exchange resources in business networks. Data-driven start-ups are key actors in this transformation as they are often the first to commercialize novel digital technologies and influence business networks through their strategizing. Extant Industrial Marketing & Purchasing (IMP) literature has investigated roles and strategizing in business networks. However, understanding how data-driven start-ups' specificities impact their roles and strategizing is still at its infancy. Specifically, the authors conceptually show that assumptions on how data-driven start-ups strategize contradict strategizing tenets of prior IMP literature. Therefore, previous knowledge on strategizing needs further differentiation. Addressing this research need, theories-in-use and multiple case study research on 23 data-driven start-ups is conducted to examine (1) in what network roles they operate and (2) how they strategize within and across different network roles. The study extends IMP and data-driven business model research by identifying four network roles (enabler, extender, transformer, orchestrator) and developing a specific classification framework for data-driven start-ups. Furthermore, the study shows that IMP tenets apply in specific network roles only to some extent to data-driven start-ups. Finally, three strategizing trajectories are identified, which provide a dynamic perspective to IMP literature for guiding entrepreneurs on strategizing opportunities.
•This paper uncovers contradictions between start-ups' strategizing tenets from IMP and data-driven business model research.•Previous insights in IMP literature on strategizing may be not applicable to data-driven start-ups.•We describe and classify four network roles of data-driven start-ups: enabler, extender, transformer, orchestrator.•We show that IMP tenets apply to data-driven start-ups only to some extent, depending on the network role.•We include a dynamic perspective by showing three strategizing trajectories for data-driven start-ups. |
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| AbstractList | Digitalization transforms how actors conduct activities and exchange resources in business networks. Data-driven start-ups are key actors in this transformation as they are often the first to commercialize novel digital technologies and influence business networks through their strategizing. Extant Industrial Marketing & Purchasing (IMP) literature has investigated roles and strategizing in business networks. However, understanding how data-driven start-ups' specificities impact their roles and strategizing is still at its infancy. Specifically, the authors conceptually show that assumptions on how data-driven start-ups strategize contradict strategizing tenets of prior IMP literature. Therefore, previous knowledge on strategizing needs further differentiation. Addressing this research need, theories-in-use and multiple case study research on 23 data-driven start-ups is conducted to examine (1) in what network roles they operate and (2) how they strategize within and across different network roles. The study extends IMP and data-driven business model research by identifying four network roles (enabler, extender, transformer, orchestrator) and developing a specific classification framework for data-driven start-ups. Furthermore, the study shows that IMP tenets apply in specific network roles only to some extent to data-driven start-ups. Finally, three strategizing trajectories are identified, which provide a dynamic perspective to IMP literature for guiding entrepreneurs on strategizing opportunities.
•This paper uncovers contradictions between start-ups' strategizing tenets from IMP and data-driven business model research.•Previous insights in IMP literature on strategizing may be not applicable to data-driven start-ups.•We describe and classify four network roles of data-driven start-ups: enabler, extender, transformer, orchestrator.•We show that IMP tenets apply to data-driven start-ups only to some extent, depending on the network role.•We include a dynamic perspective by showing three strategizing trajectories for data-driven start-ups. |
| Author | Eggert, Curd-Georg Schumann, Jan H. Mosch, Philipp Obermaier, Robert Winkler, Corinna Ulaga, Wolfgang |
| Author_xml | – sequence: 1 givenname: Philipp surname: Mosch fullname: Mosch, Philipp email: philipp.mosch@uni-passau.de organization: University of Passau, Passau, Germany – sequence: 2 givenname: Corinna surname: Winkler fullname: Winkler, Corinna email: corinna.winkler@uni-passau.de organization: University of Passau, Passau, Germany – sequence: 3 givenname: Curd-Georg surname: Eggert fullname: Eggert, Curd-Georg email: curd.eggert@uni-passau.de organization: University of Passau, Passau, Germany – sequence: 4 givenname: Jan H. surname: Schumann fullname: Schumann, Jan H. email: jan.schumann@uni-passau.de organization: University of Passau, Passau, Germany – sequence: 5 givenname: Robert surname: Obermaier fullname: Obermaier, Robert email: robert.obermaier@uni-passau.de organization: University of Passau, Passau, Germany – sequence: 6 givenname: Wolfgang surname: Ulaga fullname: Ulaga, Wolfgang email: wolfgang.ulaga@insead.edu organization: INSEAD, Fontainebleau, France |
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| Keywords | Data-driven start-ups Digitalization Case study research IMP Business networks Strategizing |
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