Strategic patterns in the development of network capability in new ventures

This paper seeks to examine the strategic patterns in the development of network capability in new ventures. Every firm needs to build on their internal resources to survive and grow. In this respect, network capability development is important for new ventures to acquire and mobilize external resou...

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Veröffentlicht in:Industrial marketing management Jg. 70; S. 128 - 140
Hauptverfasser: O'Toole, Thomas, McGrath, Helen
Format: Journal Article
Sprache:Englisch
Veröffentlicht: Elsevier Inc 01.04.2018
Schlagworte:
Deliberate strategizing
Emergent strategizing
Industrial networks
Network capability
New ventures
Network capability
Emergent strategizing
Deliberate strategizing
New ventures
Industrial networks
ISSN:0019-8501, 1873-2062
Online-Zugang:Volltext
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Abstract This paper seeks to examine the strategic patterns in the development of network capability in new ventures. Every firm needs to build on their internal resources to survive and grow. In this respect, network capability development is important for new ventures to acquire and mobilize external resources and engage in interactive networked activities. Strategizing and new venture contexts are relatively new streams of research for the Industrial Marketing & Purchasing (IMP) group. Based on a longitudinal case study of two new ventures, our findings add to this largely emerging field suggesting that there are two viable pathways for strategizing for network capability development, emergent and deliberate. Further, the cases demonstrate nine patterns evident in the two strategy-making processes. Our paper adds to the growing body of literature that places interaction, relationships, and networks at the heart of strategy making and provides important insights for new ventures, which may lead to earlier and greater success for the firms.
AbstractList This paper seeks to examine the strategic patterns in the development of network capability in new ventures. Every firm needs to build on their internal resources to survive and grow. In this respect, network capability development is important for new ventures to acquire and mobilize external resources and engage in interactive networked activities. Strategizing and new venture contexts are relatively new streams of research for the Industrial Marketing & Purchasing (IMP) group. Based on a longitudinal case study of two new ventures, our findings add to this largely emerging field suggesting that there are two viable pathways for strategizing for network capability development, emergent and deliberate. Further, the cases demonstrate nine patterns evident in the two strategy-making processes. Our paper adds to the growing body of literature that places interaction, relationships, and networks at the heart of strategy making and provides important insights for new ventures, which may lead to earlier and greater success for the firms.
Author O'Toole, Thomas
McGrath, Helen
Author_xml – sequence: 1
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  surname: O'Toole
  fullname: O'Toole, Thomas
  email: totoole@wit.ie
  organization: School of Business, Waterford Institute of Technology, Waterford, Ireland
– sequence: 2
  givenname: Helen
  orcidid: 0000-0003-3613-1638
  surname: McGrath
  fullname: McGrath, Helen
  email: helen.mcgrath@ucc.ie
  organization: University College Cork, Ireland
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Keywords Network capability
Emergent strategizing
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New ventures
Industrial networks
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Snippet This paper seeks to examine the strategic patterns in the development of network capability in new ventures. Every firm needs to build on their internal...
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SubjectTerms Deliberate strategizing
Emergent strategizing
Industrial networks
Network capability
New ventures
Title Strategic patterns in the development of network capability in new ventures
URI https://dx.doi.org/10.1016/j.indmarman.2017.07.003
Volume 70
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