Activation in resource networks: a comparative study of ports

Emerald - 2006
DebbieHarrison1, HåkanHåkansson1
1Norwegian School of Management BI, Oslo, Norway

Tóm tắt

PurposeThe paper seeks to provide an example of how new business unit resources can activate previously passively connected networks of resources.Design/methodology/approachTwo case studies are used, both of which are examples of new business unit resources being embedded into, and also changing, existing resource networks. The cases are organised around issues of the existing network prior to the introduction of the new resource and how resources can become valuable from within a network.FindingsThe paper provides details of two business unit resources being embedded in existing resource networks. In both cases, ports are changed from passive to active actors. There are consequences for a set of existing resources when a new actor activates these in relation to a number of specific counterparts. Further, the value of single resources can be enhanced when they are combined in new ways. The main finding is that the value of resources is closely connected to how newly created actors are able to activate networks of existing yet passively connected resources.Research limitations/implicationsBoth cases are concerned with business unit resources rather than a mixture of types.Originality/valueThis paper is a study of how new business unit resources become embedded in existing resource networks while simultaneously activating those networks.

Từ khóa


Tài liệu tham khảo

Alchian, A.A. and Demsetz, H. (1972), “Production, information costs and economic organisation”, American Economic Review, Vol. 62, pp. 777‐95.

Araujo, A., Dubois, A. and Gadde, L.‐E. (1999), “Managing interfaces with suppliers”, Industrial Marketing Management, Vol. 28, pp. 497‐506.

Barney, J.B. (1991), “Firm resources and sustained competitive advantage”, Journal of Management, Vol. 17, pp. 99‐120.

Barney, J.B. (2001), “Is the resource‐based ‘view’ a useful perspective for strategic management research? Yes”, Academy of Management Review, Vol. 26 No. 1, pp. 41‐56.

Conner, K.R. and Prahalad, C.K. (1996), “A resource‐based theory of the firm: knowledge versus opportunism”, Organizational Science, Vol. 7, pp. 477‐501.

Eisenhardt, K.M. and Martin, J.A. (2000), “Dynamic capabilities: what are they?”, Strategic Management Journal, Vol. 21, pp. 1105‐21.

Eisenhardt, K.M. and Schoonhoven, C.B. (1996), “Resource‐based view of strategic alliance formation: strategic and social effects in entrepreneurial firms”, Organization Science, Vol. 7, pp. 136‐50.

Eriksson‐Kjellberg, M. and Håkansson, H. (1999), “Airports becoming actors in commercial networks – a new outlook”, Proceedings of the 15th IMP Conference, Dublin, 2‐4 September.

Grant, R.M. (1991), “The resource‐based theory of competitive advantage: implications for strategy formation”, California Management Review, Vol. 33 No. 3, pp. 114‐35.

Håkansson, H. (1987), Industrial Technological Development: A Network Approach, Croom Helm, London.

Håkansson, H. and Johanson, J. (1992), “A model of industrial networks”, in Axelsson, B. and Easton, G. (Eds), Industrial Networks: A New View of Reality, Routledge, London.

Håkansson, H. and Snehota, I. (1995), Developing Relationships in Business Networks, Routledge, London.

Håkansson, H. and Waluszewski, A. (2002), Managing Technological Development – IKEA, The Environment and Technology, Routledge, London.

Holmen, E. (2001), “Notes on a conceptualisation of resource‐related embeddedness of interorganisational product development”, PhD dissertation, Institute for Marketing, University of Southern Denmark, Sønderborg.

Jahre, M., Gadde, L.‐E., Håkansson, H., Harrison, D. and Persson, G. (2006), Resourcing in Logistics. The Art of Systematic Combining, Liber, Lund.

Lundgren, A. (1992), “Coordination and mobilisation processes in industrial networks”, in Axelsson, B. and Easton, G. (Eds), Industrial Networks: A New View of Reality, Routledge, London.

Penrose, E.T. (1959), The Theory of the Growth of the Firm, Oxford University Press, New York, NY.

Priem, R.L. and Butler, J.E. (2001), “Tautology in the resource‐based view and the implications of externally determined resource value: further comments”, Academy of Management Review, Vol. 26 No. 1, pp. 57‐66.

Wedin, T. (2001), “Networks and demand: the use of electricity in an industrial process”, Doctoral Thesis No. 82, Department of Business Studies, Uppsala University, Uppsala.

Wernerfelt, B. (1984), “A resource‐based view of the firm”, Strategic Management Journal, Vol. 5, pp. 171‐80.

Wernerfelt, B. (1995), “A resource‐based view of the firm: ten years after”, Strategic Management Journal, Vol. 15, pp. 171‐4.

Thông tin
Thông tin xuất bản

Emerald

Thông tin tác giả