Summary: Artikelen

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  • 1 Gulati et al. (2000) "Strategic networks"

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  • What does this paper introduce?

    The important role of networks of interfirm ties in examing fundamental issues in strategy research
  • How has prior research viewed firms?

    As autonomous entities striving for competitive advantage from either external industry sources or form internal resources and capabilities
  • Which five key areas are identified in which there is a potential for incorporating strategic networks?

    1. Industry structure
    2. Positioning within an industry
    3. Inimitable resources and capabilities
    4. Contracting and coordinating costs
    5. Dynamic network constraints and benefits
  • What is a key question in strategy research?

    Why firms differ in their conduct and profitability
  • Which sets relationships with other organizations does such network encompass?

    • Horizontal
    • Vertical
  • What are horizontal/vertical relationships?

    Suppliers, customers, competitors, or other entities
  • Where are strategic networks composed of?

    Of inter organizational ties that are enduring, are of strategic significance for the firms entering them, and include strategic alliances, joint ventures, and a host of similar ties
  • What can be the dark side of networks?

    It may lock firms into unproductive relationships or preclude partnering with other viable firms
  • Where has research paid growing attention to?

    To understanding the formation of inter organizational ties including the motivation of firms entering them and explaining the differential proclivity of firms to enter them
  • Where is paid less attention to?

    To the strategic implications of such networks for firms embedded in them.

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