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- Johansson, Marlene, 1973-
(författare)
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Interaction in dynamic networks : Role-playing and its implications for innovation
- 2012
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Ingår i: The IMP Journal. - : Industrial Marketing and Purchasing Group. - 2059-1403 .- 0809-7259. ; 6:1, s. 17-37
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Tidskriftsartikel (refereegranskat)abstract
- The purpose of this article is to explore how firms play different roles within their upstream and downstream interactions and to discuss the implications firms role-playing has for innovation. A case study reveal how firms in the converging IT and telecommunication industries are challenged to manage increasingly temporal and co-opetitive interactions within their long-term relationships. The paper contributes by shedding lights on how firms balance between long-term relationships and short-term interactions, to cooperate and compete simultaneously where a partner in one interaction can be a competitor in another, and how firms’ relational role-playing (with the dimensions of role-flexibility, role-ambiguity and role-tension) can have implications for innovation. A conceptual model is proposed that links long-term relations, short-term interaction and actors’ role-playing and its implications for innovation in networks. An innovation network model is further proposed to depict interactions in dynamic innovation network and as a tool of how to manage different and contradicting roles in upstream and downstream relationships.
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| 3. |
- Öberg, Christina, 1970-
(författare)
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Network effects of upstream acquisitions of innovative firms
- 2012
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Ingår i: The IMP Journal. - : Emerald Group Publishing Limited. - 2059-1403 .- 0809-7259. ; 6:1, s. 52-68
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Tidskriftsartikel (refereegranskat)abstract
- This paper explores the network effects that occur when innovative firms are acquired upstream. Network effects here refer tochanges in and of the innovative firm’s relationships with external parties such as customers, suppliers, and venture firms. Thepaper is based on case study research from six innovative firms that were acquired by other companies. It links network effectsto changes on the level of the innovative firm. The network effects of upstream acquisitions form a complex, interrelatedpattern of drivers and consequences. Two loops of effects appear: one positive, which describes how credibility and improvedfinances lead to new relationships and additionally improved finances. The other is negative, and refers to the firm’s decreasedinnovativeness, distanced or dissolved relationships, loss of staff, transformation into a competitor in the eyes of formercustomers, and increased formalisation, along with the acquirer’s lack of interest in the firm’s future. For innovative firms, theimpact of effects are more severe if the innovation is in its early phases of development, while the degree of integration doesnot seem to have a significant impact on the severity of the effects. This paper contributes to business network studies throughits focus on the network effects of acquisitions, through pointing to how various effects interrelate with and strengthenone another in positive and negative loops, and through indicating how external parties reinforce those effects previouslydescribed in the literature on acquisitions of innovative firms.
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