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Journal articles on the topic 'Business networks'

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Published: 4 June 2021
Last updated: 3 October 2023

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1

Kilkenny, Maureen, and Nerys Fuller Love. "Network analysis and business networks." International Journal of Entrepreneurship and Small Business 21, no. 3 (2014): 303. http://dx.doi.org/10.1504/ijesb.2014.060894.

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2

Agbim, Kenneth Chukwujioke. "Effect of Entrepreneurial Networks on Family Business Development: A Conceptual Consideration." International Journal of Small and Medium Enterprises 1, no. 2 (July 21, 2018): 13–25. http://dx.doi.org/10.46281/ijsmes.v1i2.67.

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Family businesses are generally affected by resource constraints. These resource constraints are occasioned by the vagaries in the business environment. Consequently, budding and established family business entrepreneurs are now resorting to the acquisition and sharing of intangible resources as a strategy for achieving family business development. One type of resource that is increasingly being employed is entrepreneurial networks. In spite of the known supports entrepreneurial networks give to entrepreneurs at the different states of family business development, empirical evidences are still rear. Based on the foregoing, this study undertook a literature review and thereafter proposes that: the effect of family network on family business start-up is significant; the effect of intra-industry network on family business formalization is significant; the effect of professional network on family business professionalization is significant; the effect of extra-industry network on family business diversification is significant; the effect of social network on family business internationalization is significant; and the effect of intra-firm network on family business succession is significant. For family business development to be influenced by entrepreneurial networks, budding entrepreneurs, founder and/or descendant CEOs and employees of family businesses need to be actively involved in network relationships that encourage and facilitates resource acquisition and sharing. Moreover, an empirical study is recommended based on these propositions. This is to validate the propositions and to further add to the family business development and entrepreneurial networks literature.
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Tresca, Roberta. "The Network Manager and the Governance of Business Networks." International Journal of Social Ecology and Sustainable Development 7, no. 4 (October 2016): 35–46. http://dx.doi.org/10.4018/ijsesd.2016100103.

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Collaborating with other structures offers businesses – particularly smaller ones – excellent support to enable them to successfully face up to the challenges posed by globalised markets: by joining forces, creating systems and weaving networks of collaborative relationships with other businesses, SMEs can achieve the critical mass necessary to compete on global markets, because they can benefit from the “systemic” economies of scale that are typical of medium and large business, without losing any of the specificity that only a small manufacturing organisation can offer. However, the coordination and governance of a network is anything but simple, in view of the different types of distances (cognitive, psychological, cultural, geographical, etc.) that separate the businesses in the network. This explains the utility of a managerial figure outside the network (the Network Manager) with the ability to direct, coordinate and run the business network. This article focuses on the figure of the Network Manager, trying to define it by comparison with a few interesting managerial figures identified in the spectrum of management literature.
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4

Kali, R. "Endogenous business networks." Journal of Law, Economics, and Organization 15, no. 3 (October 1, 1999): 615–36. http://dx.doi.org/10.1093/jleo/15.3.615.

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5

Heck, Eric van, and Peter Vervest. "Smart business networks." Communications of the ACM 50, no. 6 (June 2007): 28–37. http://dx.doi.org/10.1145/1247001.1247002.

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6

GOLDFINCH, SEAN, and MARTIN PERRY. "Promoting Business Networks." New Zealand Geographer 53, no. 1 (April 1997): 41–46. http://dx.doi.org/10.1111/j.1745-7939.1997.tb00475.x.

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7

Martin, Roderick. "Asian business networks." European Management Journal 15, no. 5 (October 1997): 599–600. http://dx.doi.org/10.1016/s0263-2373(97)88475-7.

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8

Irwin, David. "Kenya’s Business Networks." SAGE Open 5, no. 1 (January 13, 2015): 215824401456597. http://dx.doi.org/10.1177/2158244014565977.

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9

Losev, A. S. "Information security of business networks." Herald of Dagestan State Technical University. Technical Sciences 49, no. 2 (August 17, 2022): 46–55. http://dx.doi.org/10.21822/2073-6185-2022-49-2-46-55.

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Objectives. The aim of the work is to improve the information security of businesstype networks, as the most susceptible to external threats for the purpose of commercial espionage.Method. The study is based on the use of an original mathematical algorithm that allows clustering networks of arbitrary topology and constructing a partial order matrix. On the one hand, clustering allows you to identify network agents that have the same information access to the network, on the other hand, partial order reflects the position of a single cluster in the hierarchical structure of the entire network.Result. This approach allows assessing the potential threat to the network depending on the position of the agent in the network that has been attacked. On its basis, a methodology has been developed to determine the degree of openness of an entrepreneurial network to the influence of external factors for each agent of the network. It allows you to identify network agents that require increased security in relation to external influences, since a potential attack on them has the most negative consequences for the entire connection, which emphasizes the practical significance of the result.Conclusion. The developed technique is practically significant and can be used to assess the information security or integrity of a network of any nature, represented as a directed graph.
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10

Wegner, Douglas, Susana Costa e. Silva, and Greice De Rossi. "The development dynamics of business networks." International Journal of Emerging Markets 13, no. 1 (January 15, 2018): 27–44. http://dx.doi.org/10.1108/ijoem-12-2016-0332.

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Purpose The purpose of this paper is to compare the development dynamics of two business networks initially created to promote the internationalization of its members. Wines of Brasil – a Brazilian wineries network – was established in 2002 and remains active, while Vitrocristal (VtC) – a Portuguese network of glass producers – was established in 1994 and is already closed. Design/methodology/approach Data were collected from 14 interviews, with network managers and representatives of companies with different sizes and participation times. Information obtained was compared with the life cycle model of Wegner et al. (2015) and enabled the authors to understand the dynamic development of each network and its current stage in the life cycle. Findings The results allowed the authors to describe the development pattern of both business networks, showing that the Brazilian network is in the consolidation stage while the Portuguese one finished its activities in 2007 after a period of financial constraints due to the end of governmental support. Practical implications The comparison of the two cases shows that the experience of the Portuguese business network may be useful for networks in emerging markets, as it displays several difficulties that the management of such networks may face during their life cycle. Originality/value This study provides a more comprehensive and nuanced understanding of the dynamics of change in business networks. The cases confirm the life cycle stages proposed by Wegner et al. (2015) and shed more light on the development process of business networks, by describing how exogenous variables such as public support may affect cooperation.
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11

Takahashi, Marissa, Marta Indulska, and John Steen. "Collaborative Research Project Networks." Project Management Journal 49, no. 4 (July 17, 2018): 36–52. http://dx.doi.org/10.1177/8756972818781630.

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Many businesses seeking enhanced innovation have corporate research teams that engage in collaborative research projects (CRPs), with external entities such as universities, public organizations, or customers. Anecdotal evidence, however, suggests mixed outcomes of CRPs in terms of corporate research impact, which implies successful transfer of novel knowledge generated within CRPs to company-internal business networks to develop radically innovative products. We use the multiple regression quadratic assignment procedure (MRQAP) and meta-analysis to analyze six CRP networks. Our findings indicate that the network’s relational characteristics (tie strength) and structural characteristics (network range) are important determinants of knowledge transfer at the fuzzy front end of innovation.
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Kalinová, Eva, and Hana Kovaříková. "Using social networks in business." SHS Web of Conferences 160 (2023): 01013. http://dx.doi.org/10.1051/shsconf/202316001013.

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Social media platforms and channels are being increasingly used nowadays, influencing almost all types of businesses. Social media are mainly used as a source of information and means of dissemination of knowledge that may change the opinions of people. They can be considered very important business marketing strategies since they participate significantly in creating new business opportunities, building a stronger position in the market, or in the transformation of consumer behaviour. The main goal of the paper is to determine which social networks are most commonly used in business and their purpose. To achieve the goal, the method of questionnaire survey was used, in which a total of 237 respondents participated. The results of the survey show that business entities mostly use Instagram in their business activities, mainly for promoting their company, which was followed by Facebook, through which they sell their products or attract new employees. In addition, companies also use social networks as a communication channel with employees or customers.
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Petrescu, Maria. "Cloud computing and business-to-business networks." International Journal of Business Information Systems 10, no. 1 (2012): 93. http://dx.doi.org/10.1504/ijbis.2012.046682.

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14

Nyström, Anna-Greta, Joachim Ramstrom, and Jan-Åke Törnroos. "Conceptualizing mechanisms influencing strategizing in business networks." Journal of Business & Industrial Marketing 32, no. 6 (July 3, 2017): 777–85. http://dx.doi.org/10.1108/jbim-06-2015-0105.

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Purpose The purpose of this paper is to study how insights from socio-cognitivism (sensemaking and interaction) in conjunction with institutional theory enhance our knowledge of strategizing in business networks through role and position. Design/methodology/approach This paper is conceptual and reviews extant literature from the fields under scrutiny, presenting and analyzing new combined approaches. Findings Current writings concerning strategizing in networks need to be supplemented in the area of strategic business network research. Interaction, sensemaking and institutionalization, as well as the network in which a firm is embedded, are important for strategically developing network positions and the roles of actors. Research limitations/implications This conceptual paper suggests mechanisms affecting role and position in networks and calls for empirical research to deepen the understanding of the change forces at play in embedded relational situations for firms. Originality value This study adds to current conceptual knowledge of strategizing in business networks. It presents a comprehensive perspective in viewing how key forces impact on the strategic position and role of corporate actors (both managers and firms) in networks.
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15

DINTEREN, JACQUES, JOËL BONAMY, CATHARINE SAUVLAT, and PETER WOOD. "BUSINESS SERVICES AND NETWORKS." Tijdschrift voor Economische en Sociale Geografie 85, no. 4 (September 1994): 291–93. http://dx.doi.org/10.1111/j.1467-9663.1994.tb01339.x.

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16

Souma, Wataru, Hideaki Aoyama, Yoshi Fujiwara, Yuichi Ikeda, Hiroshi Iyetomi, and Taisei Kaizoji. "Correlation in business networks." Physica A: Statistical Mechanics and its Applications 370, no. 1 (October 2006): 151–55. http://dx.doi.org/10.1016/j.physa.2006.04.040.

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17

Möller, Kristian K., and Aino Halinen. "Business Relationships and Networks:." Industrial Marketing Management 28, no. 5 (September 1999): 413–27. http://dx.doi.org/10.1016/s0019-8501(99)00086-3.

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18

Ford, David, and Håkan Håkansson. "Competition in business networks." Industrial Marketing Management 42, no. 7 (October 2013): 1017–24. http://dx.doi.org/10.1016/j.indmarman.2013.07.015.

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19

LaPlaca, Peter J. "Innovation in business networks." Industrial Marketing Management 43, no. 3 (April 2014): 359–60. http://dx.doi.org/10.1016/j.indmarman.2014.03.001.

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20

Ohtaki, Yasuhiro, Ryoichi Mori, and Masaji Kawahara. "Multimedia Networks. Business Infrastructures on Multimedia Networks." Journal of the Robotics Society of Japan 15, no. 4 (1997): 492–95. http://dx.doi.org/10.7210/jrsj.15.492.

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21

Kokkonen, Kirsi, Tuomo Kässi, and Ville Ojanen. "Networks within networks - interaction in bioenergy business." International Journal of Business Environment 6, no. 4 (2014): 351. http://dx.doi.org/10.1504/ijbe.2014.064981.

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22

Leick, Birgit, and Susanne Gretzinger. "Business networking in organisationally thin regions: a case study on network brokers, SMEs and knowledge-sharing." Journal of Small Business and Enterprise Development 27, no. 5 (August 17, 2020): 839–61. http://dx.doi.org/10.1108/jsbed-12-2019-0393.

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PurposeResearch on business networks in organisationally thin regions, which are characterised by a low density and quality of business networks, is still in its infancy, while the facilitation of business networks receives increasing interest. The present paper combines both perspectives by investigating how different types of network brokers facilitate business networking and knowledge-sharing in organisationally thin regions.Design/methodology/approachBurt's theory on brokers in social networks is applied to knowledge-sharing in business networks for organisational thinness as context. A qualitative case study represents the empirical basis that describes network brokers from various domains in three different German case regions, which are characterised by organisational thinness.FindingsThe network brokers studied facilitate different types of business networks, and they use various levers to increase knowledge-sharing among companies in business networks. Two broker types emerge, private business-driven versus public policy-driven network brokers with distinct approaches to the facilitation of business networking and knowledge-sharing and different limitations due to organisational thinness.Practical implicationsCompanies, notably SMEs, in contexts characterised by low networking density and quality may benefit from various types of network brokers that foster business networking and instigate knowledge exchange. Public policy should embed activities of private brokers in existing SME assistance programmes to increase the quantity and quality of business networks.Originality/valueNetwork facilitation in regions with weaknesses in their endowment with industry clusters, business networks and innovative knowledge exchange is under-explored, and this paper contributes to shedding light on this topic with a case study.
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23

Rana, Omer F., and Simon Caton. "Business Models for On-line Social Networks." International Journal of Virtual Communities and Social Networking 2, no. 3 (July 2010): 31–41. http://dx.doi.org/10.4018/jvcsn.2010070103.

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With the increasingly ubiquitous nature of social networks and Cloud computing, users are starting to explore new ways to interact with and exploit these developing paradigms. Social networks reflect real world relationships that allow users to share information and form connections, essentially creating dynamic virtual communities. By leveraging the pre-established trust formed through friend relationships within a social network “Social Clouds” can be realized, which enable friends to share resources within the context of a social network. The creation of Social Clouds gives rise to new business models through collaboration within social networks. In this paper, the authors describe such business models and discuss their impact.
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Smirnov, Alexander, and Nikolay Shilov. "Business Network Modelling." International Journal of Information System Modeling and Design 1, no. 4 (October 2010): 77–91. http://dx.doi.org/10.4018/jismd.2010100104.

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Business networks have appeared as a reaction to changes taking place in the world economy and logistic networks can be considered as examples of such networks. The approach proposed in the paper is based on the idea to represent the business network members with services provided by them, and to achieve interoperability via application of the SOA standards. The approach is based on usage of such technologies as Web services, ontology, and context management. Web services enable interoperability at the technological level. Ontologies are used for description of knowledge domains and enable interoperability at the level of semantics. The purpose of the context is to represent only relevant information from the large amount of the information and the application of the approach is demonstrated on the case study from the area of dynamic logistics. The considered problem takes into account a continuously changing problem environment and requires nearly real-time solving.
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BLOUNT, IAN Y., DELMONIZE A. SMITH, and JAMES A. HILL. "MINORITY BUSINESS NETWORKS AS SOURCES OF SOCIAL CAPITAL FOR MINORITY FIRMS." Journal of Developmental Entrepreneurship 18, no. 03 (September 2013): 1350019. http://dx.doi.org/10.1142/s1084946713500192.

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Much of our understanding concerning minority-owned firms is based on nascent entrepreneurial businesses. Therefore, it is difficult to answer the question of how a minority-owned firm's age and size may influence the social capital derived from a minority business network. We utilize a resource-dependence perspective to hypothesize that the social capital derived from participation in a minority business network will be negatively related to the minority-owned firm's age and size. We find that firm size (as measured by revenue and number of employees) is negatively related with social capital derived from the minority business network. Our findings may help minority business owners understand the relative value of membership in minority business networks before committing limited resources.
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Meares, Carina, Trudie Cain, and Paul Spoonley. "Bamboo Networks: Chinese Business Owners and Co-Ethnic Networks in Auckland, New Zealand." Journal of Chinese Overseas 7, no. 2 (2011): 258–69. http://dx.doi.org/10.1163/179325411x595431.

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Abstract As part of a larger research project examining the settlement of immigrant business owners in Auckland, New Zealand, this research examines the nature of the connections that these Chinese business owners have with their employees, suppliers and customers. The results suggest a significant reliance on networks that involve co-ethnics, especially for the China-born but even for those Chinese business owners who were New Zealand-born. Overall, the research indicates the key role that relational embeddedness plays in the establishment and development of migrant businesses.
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Aureli, Selena, and Fabio Forlani. "The importance of brand architecture in business networks." Qualitative Market Research: An International Journal 19, no. 2 (April 11, 2016): 133–55. http://dx.doi.org/10.1108/qmr-02-2016-0007.

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Purpose This study aims to understand if network brand management is a key activity in tourism business networks and how the network brand relates to the place brand and the brands of individual network members. Design/methodology/approach Preference has been given to a qualitative approach and to the use of case study methodology. Two qualitative techniques have been used: document analysis and in-depth semi-structured interviews. Findings Results indicate that network brand identity is a prerequisite for all alliances, thus confirming the brand’s aggregating role in business networks. However, the network brand is not always exploited for commercial purposes, as signalled by the few efforts in communication activities. Results also indicate that there is a strong connection between the network brand and the place, confirming that tourism businesses are intertwined on a local context and cannot avoid citing the place where they operate. Research limitations/implications Two main aspects limit the generalizability of this study. First, the empirical evidence is limited to four case studies and refers to only one country. Second, chairmen of the examined networks were interviewed without investigating the opinions of network members who may have contrasting views. Practical implications Poor brand management within the examined networks suggests that network managers should have more decision-making power. To apply concepts of brand architecture, network managers should be able to influence brand strategies of individual network members. For example, structures and processes could be created to engage all members in brand management activities like for Destination Management Organizations (DMOs) searching to increase participation of all stakeholders. Originality/value The novelty of this study is that it explores the role of brand management in networks created by partners with equal decision power. Moreover, it differs from previous research on inter-firm relations because it adopts the concept of brand consonance to evaluate if networks will succeed in the long term thanks to a proper management of the network brand.
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Codini, Anna Paola. "Business networks along innovation life cycle." Journal of Business & Industrial Marketing 30, no. 3/4 (May 1, 2015): 329–41. http://dx.doi.org/10.1108/jbim-11-2012-0235.

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Purpose – This paper aims to investigate how the relationships among the different actors within the business networks affect the evolution of innovation along the different steps of technology life cycle. Design/methodology/approach – The study is supported by a longitudinal case study referred to a mechanical company operating in the knitting machineries industry. A triangulation method integrating multiple data sources in a multiple method design was used to gather data. Findings – The longitudinal study supports the idea that interactions among the actors within the business networks heavily influence the technology evolution. Research limitations/implications – Although the longitudinal case study reported in this paper refers to a period of time of about 10 years, our findings refer only to a single case study in a specific sector and so they cannot be generalized. Practical implications – This paper provides important guidelines on how to manage the relationships emerging within a business network to influence the new technologies development. Originality/value – The paper contributes to business networks literature, filling the gaps about how the relationships among the actors involved in a network can evolve over time and influence the evolution of technology in itself.
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Колесников, Николай, Nikolay Kolesnikov, Наталья Колесникова, and Natalya Kolesnikova. "Hierarchy of needs as a factor of cross-border business networks in rural tourism." Services in Russia and abroad 8, no. 7 (December 10, 2014): 0. http://dx.doi.org/10.12737/7463.

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The article describes the stages in the formation of cross-border business partner networks in rural tourism with the business needs of its participants in the focus. The methodological basis of the research is the approach of A. Maslou, suggesting that human needs are organized in a hierarchical order. By analogy with the concept of Maslou, we assume that the motives of entrepreneurs which define their business activities are organized hierarchically as well. Upon reaching a certain level in the hierarchy of motivation entrepreneurs feel the need for co-operation within a network association. Progress in meeting the needs of increasingly high levels forms the motivation for qualitative development of the network association that determines the steps of forming business partner networks. This process is considered by the example of the cross-border business partner network between businesses of the Republic of Karelia and Finland in the field of rural tourism.
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Barczak, Beata. "Typology of business network models: a proposal based on a systematic literature review." Scientific Papers of Silesian University of Technology. Organization and Management Series 2023, no. 170 (2023): 37–53. http://dx.doi.org/10.29119/1641-3466.2023.170.2.

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Purpose: to develop a proprietary typology of a business network based on a systematic literature review. Design/methodology/approach: the typology method facilitates the analysis and understanding of the essence of business networks by identifying and characterizing their different types. The systematic literature review (SLR) methodology was used to develop the typology, enriched with the snowball method. Findings: analysis of the content of publications selected during the SLR procedure made it possible to indicate various criteria for the division and types of business networks from widely quoted literature. On this basis, a typology of business networks was proposed, divided into four main types: networks originating from industrial districts, strategic networks, cooperation networks, and global business networks. Practical implications: the possibility of using the proposed concept in assessing various business network models will enable the formulation of diagnostic findings and comparative and dynamic research. Originality/value: at the current stage of scientific reflection, the developed typology enriches the theory of organizational networks by systematizing and comprehensively addressing business network models, which may lead to identifying trends in their development. It is addressed to both researchers dealing with network issues and practitioners. Keywords: business networks, typology, systematic literature review (SRL), typology method. Category of the paper: literature review, viewpoint.
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31

Shaw, Duncan R., Bob Snowdon, Christopher P. Holland, Peter Kawalek, and Brian Warboys. "The Viable Systems Model Applied to a Smart Network: The Case of the UK Electricity Market." Journal of Information Technology 19, no. 4 (December 2004): 270–80. http://dx.doi.org/10.1057/palgrave.jit.2000028.

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We investigate the concept of Smart Business Networks by using Beer's Viable System Model (VSM) to analyse how such a network mitigates the affect of emergent, and therefore unforecastable, demands upon the networked businesses. We examine the requirements for network smartness, highlight some significant properties of one Smart Network and use our case analysis and concepts from systems theory to suggest some general properties such as natural stability and distributed capability. We have found that smartness is distributed and shared behavioural process standards can act to stabilise complex systems. This is important because it mitigates emergent behaviour within increasingly complex business networks. The contributions of our article apply both to academics and business practitioners and are in its illustration and investigation of one Smart Business Network including how the smart capability functions at a strategic, business process and technical level; and the use of Beer's VSM to analyse an electricity market.
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Andersen, Poul, Elsebeth Holmen, and Ann-Charlott Pedersen. "Que Sera, sera? Conceptualizing business network foresighting." IMP Journal 12, no. 1 (March 12, 2018): 56–74. http://dx.doi.org/10.1108/imp-03-2017-0009.

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Purpose Networks and relationships are not stable. On the contrary, they change and are transformed by the actors who take part in them. Change and transformation result from the actions and reactions of these actors. However, a key issue is what makes the actors choose some actions and reactions while refraining from others. The paper aims to discuss these issues. Design/methodology/approach The authors argue that the actors’ expectations to the future of the network are formative for the actions and reactions and, furthermore, that the future expectations are formed by interaction among the actors that take part in the networks. Findings The authors depart from the existing foresight literature, but realign its ideas to fit with the core tenets of the IMP approach. Thereby, the purpose is twofold: to explore and conceptualize network foresight phenomena as well as to contribute to the practice of collective foresighting in business networks. Research limitations/implications The authors suggest research into formations of expectations in networks with a specific view to the interactive and structural effects of networks. Furthermore, the authors suggest a framework for categorizing network episodes and linking these to the formation of recognized issues and solutions. Practical implications The authors provide a framework for analyzing the focus of business networks in terms of solutions and issues, and analytically breaking down the interaction among these. Originality/value The authors introduce the concept of business network foresight, both as a distinct concept that enables us to understand change and transformation in networks, but also as a procedure for supporting actors’ strategizing efforts in business networks.
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Vervest, Peter, Kenneth Preiss, Eric van Heck, and Louis-François Pau. "The Emergence of Smart Business Networks." Journal of Information Technology 19, no. 4 (December 2004): 228–33. http://dx.doi.org/10.1057/palgrave.jit.2000024.

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This article introduces the novel concept of smart business networks. The authors see the future as a developing web of people and organizations, bound together in a dynamic and unpredictable way, creating smart outcomes from quickly (re-) configuring links between actors. The question is: What should be done to make the outcomes of such a network ‘smart’, that is, just a little better than that of your competitor? More agile, with less pain, with more return to all the members of the network, now and over time? The technical answer is to create a ‘business operating system’ that should run business processes on different organizational platforms. Business processes would become portable: The end-to-end management of processes running across many different organizations in many different forms would become possible. This article presents an energizing discussion of smart business networks and the research challenges ahead.
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Lindgaard Christensen, Jesper. "Should government support business angel networks? The tale of Danish business angels network." Venture Capital 13, no. 4 (October 2011): 337–56. http://dx.doi.org/10.1080/13691066.2011.642513.

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35

Vavensy, Putri, and Sarwo Edy Handoyo. "Influence of Motivation, Business Capital, Entrepreneurial Knowledge, and Business Networks on Business Success." International Journal of Management Science and Application 1, no. 2 (July 11, 2023): 87–102. http://dx.doi.org/10.58291/ijmsa.v1i2.76.

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Starting a business is not easy. Entrepreneurs face various kinds of difficulties in running their businesses. If difficulties cannot be overcome, it can worsen business performance and can even lead to bankruptcy. Entrepreneurs must be able to build a competitive advantage in their businesses. This can affect the sustainability of its business. Several factors influence business success. This study aims to analyze the effect of motivation, venture capital, entrepreneurial knowledge, and business networks on business success in the food and beverage business in Jakarta, Indonesia. The population of this study is all food and beverage business owners in Jakarta. The sample of this research is 100 food and beverage business owners in Jakarta. The technique of determining the sample using purposive sampling. Data collection was carried out using a google form questionnaire which was distributed online. Data were analyzed using the SmartPLS 3.0 application. The results of the study found that motivation, business capital, entrepreneurial knowledge, and business networks have a positive effect on business success. The results of this study are expected to contribute to the development of entrepreneurship and can provide input for entrepreneurs to achieve business success.
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Antunes, Luiz Guilherme Rodrigues, Cleber Carvalho de Castro, and Andrea Ap da Costa Mineiro. "Network orchestration: new role of business incubators?" Innovation & Management Review 18, no. 1 (March 11, 2021): 51–68. http://dx.doi.org/10.1108/inmr-12-2019-0151.

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Purpose The purpose of this paper is to analyze the performance of incubators in the stages of formation and development of incubated business networks, especially in bottom-up and top-down network models. Design/methodology/approach The research is defined as qualitative and descriptive, with the application of multiple case studies, in which two networks of incubated businesses were investigated, one being top-down and the other bottom-up, which emerged within the incubation process of two business incubators (CIETEC and INCIT). To make the study operational, 11 semi-structured interviews were carried out and the thematic analysis of content was developed. Findings The results pointed out that in the top-down network the incubator performs a new assignment, the network orchestration, which corresponds to the actions of formation, coordination and governance of the group. In the bottom-up network, it was found that the role of the incubator was to expand the value offers usually practiced. Research limitations/implications As a limitation of the research, the very limitation of case studies is pointed out that is they do not allow for generalizations. Practical implications The research contributes to reflections on the effectiveness of the incubator and sheds light on the complementarity of networks in incubation processes, providing gains for incubators, incubated businesses and society. Originality/value The originality of this document is the new role of the incubator, which is orchestration, and its categorization. The results allow us to understand the effects of providing networks and relationships for incubated businesses. In addition, this study broadens the focus of traditional analyses of the incubator–incubated duo to consider the incubator–network–incubated trio.
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AKIZAWA, HIKARI, and KYOICHI KIJIMA. "COMPARATIVE ANALYSIS OF ENTREPRENEURIAL NETWORKING AND ITS IMPLICATIONS FOR JAPANESE INDUSTRY IN THE INTERNET ERA." Journal of Enterprising Culture 07, no. 02 (June 1999): 155–77. http://dx.doi.org/10.1142/s0218495899000108.

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The aim of this study is, based on intensive comparative case studies, to analyze structure and process of entrepreneurial networks in the internet communication era. We then imply general insights on entrepreneurial networks, some of which suggest solutions to urgent problems concerning industry restructuring in Japan. Although during the long-term recession in Japan the value of entrepreneurship has been widely recognized, the number of business startups, however, has not readily increased, in spite of various efforts by many public institutions at developing support programs. On the other hand, it has been observed recently that some internet-based entrepreneurial networks have emerged spontaneously, which let business startups help each other and acquire Internet potential. This paper begins with proposing a conceptual typology for positioning various entrepreneurial networks on it. We then analyze two cases intensively by examining their emergence process and characteristics, guided by the conceptual framework. One is an internet-based entrepreneurial network to help business startups in Japan while the other is a non-internet-based entrepreneurial network that has been in the United States for fifteen years. We conducted participated observation in the former case for two years while we carried out interviews and material-based research for the latter. Finally, we derive general insights on entrepreneurial networks from the case studies. The major findings of this study are as follows: (1) Network polarity, loose and tight, is determined by two primary variable, i.e., expectations and membership. (2) Inter-personal networks can provide the infrastructure of inter-firm networks. Especially loose inter-personal networks tend to generate cooperative and tight inter-firm network, because a wide variety of members naturally enjoy opportunities to encounter potential business partners there. (3) We find different aims in inter-personal networks and inter-firm networks. The former is primarily for mutual aiding while the latter is for dealing with businesses. (4) The internet communications can simultaneously make networks both looser and tighter. (5) Loose inter-personal networks facilitated by the internet communication should have power to reorganize old industry structure in Japan by creating new business and new business relationship if the government support it with minimum intervention and maximum understanding.
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Holm, Desirée Blankenburg, Kent Eriksson, and Jan Johanson. "Business Networks and Cooperation in International Business Relationships." Journal of International Business Studies 27, no. 5 (December 1996): 1033–53. http://dx.doi.org/10.1057/palgrave.jibs.8490162.

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Egbert, Henrik. "Business Success Through Social Networks? A Comment on Social Networks and Business Success." American Journal of Economics and Sociology 68, no. 3 (July 2009): 665–77. http://dx.doi.org/10.1111/j.1536-7150.2009.00643.x.

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40

Jones, Andrew. "Local Economies and Business Networks Re-Visited." Local Economy: The Journal of the Local Economy Policy Unit 13, no. 2 (August 1998): 151–65. http://dx.doi.org/10.1080/02690949808726435.

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This article describes networks among business and professional services (BPS) firms in London, and deals with the relationship between the businesses interviewed and their locality. The article is based on empirical material derived from a large number of interviews with BPS firms in central London. It is noted that lateral links between firms are poor, relationships are better characterised as competitive rather than co-operative, and businesses tend to take little interest in the various support agencies. Although all the businesses interviewed placed great emphasis on the development of close, co-operative re-lationships with clients, markets are geographically diffuse. However, despite the weakness of localised, inter-firm links, businesses were able to identify a number of valuable and distinctive assets attached to their current location, which implies that the “local economy” continues to be important. The article finishes briefly with some implications for local economies and appropriate methods of business support.
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Lombardi, Rosa, Andrea Caputo, Giuseppe Russo, and Vincenzo Formisano. "Management control of contractual networks: the business network scorecard." International Journal of Applied Management Science 7, no. 4 (2015): 269. http://dx.doi.org/10.1504/ijams.2015.073197.

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42

Lea, Bih‐Ru, Wen‐Bin Yu, Nisha Maguluru, and Michael Nichols. "Enhancing business networks using social network based virtual communities." Industrial Management & Data Systems 106, no. 1 (January 2006): 121–38. http://dx.doi.org/10.1108/02635570610641022.

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43

Li, Ran, Zhipeng Zhang, Furong Li, and Petri Ahokangas. "A Shared Network Access Business Model for Distribution Networks." IEEE Transactions on Power Systems 33, no. 1 (January 2018): 1082–84. http://dx.doi.org/10.1109/tec.2017.2688137.

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Asmahani Ibrahim, Nor, and Rosmimah Mohd Roslin. "Incorporating Social Networks in Business Relationships of Retail SMEs for Better Business Performance." International Journal of Engineering & Technology 7, no. 4.38 (December 3, 2018): 1305. http://dx.doi.org/10.14419/ijet.v7i4.38.27811.

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The presence of hypermarkets with modern retail format has impacted the performance of retail small medium-enterprises (SMEs) in Malaysia. The challenges of remaining competitive and the ability to sustain the business have pushed many retail SMEs to cease operations within a short period after commencement. Despite these challenges, retail SMEs can still attain competitive advantage through the strategies of strengthening and maintaining business relationships with their social networks. This study postulates that fostering social networks, specifically on the notion of homophily or similarities among social network members, is able to lure valuable resources needed by retail SMEs in achieving superior business performance. Unfortunately, only few studies have focused on social networks from within the Asian context and many tend to overlook the importance of social networks specifically in retailing. This study also suggests the relationship between value and status similarities of retail SMEs and their ability to coordinate efforts in horizontal relationships. Therefore, this study extends the discussion on the role of social networks towards better business performance of retail SMEs in Malaysia by conceptualizing a framework indicating the importance of value and status homophily on coordination of activities leading to business performance of retail SMEs.
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Menelec, Valerie, and Brian Jones. "Networks and marketing in small professional service businesses." Journal of Research in Marketing and Entrepreneurship 17, no. 2 (October 19, 2015): 193–211. http://dx.doi.org/10.1108/jrme-03-2015-0023.

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Purpose – This paper aims to explore networks in relation to small professional service businesses. Both the structural and relational components of networks are considered to better understand what networks are and how they operate. The paper investigates the link between networks and marketing and discusses the extent to which small professional service businesses use their networks for marketing activities. Design/methodology/approach – The literature review identifies key elements of professional service businesses, networks and marketing activities. The primary research is qualitative by design and exploratory in nature and used a multi-case study approach. Data were collected from five small management consultancy businesses through in-depth interviews using semi-structured questionnaires. Findings – The study finds that small professional service businesses lack the business/marketing language to articulate their approaches and values. They are increasingly relying on collaboration to deliver changing services. Findings show that “core groups” are highly significant in the structure of their networks. Furthermore, while most connections are work-related, networks are not strategically motivated. Linkages are strong and motivations to network and networking activities are both short and long term. Generating work and developing lasting collaborative relationships is based on similar values and interests. Originality/value – The study offers insight and practical understanding on the relations that small businesses have with their networks. It also builds and adds value to the theory of network and networking in both the small business field and professional services related industry. It explores networks by considering the structural and relational components separately whilst also highlighting their interconnection.
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De Klerk, S., and J. Kroon. "Business networking relationships for business success." South African Journal of Business Management 39, no. 2 (June 30, 2008): 25–35. http://dx.doi.org/10.4102/sajbm.v39i2.558.

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This study explored the context of business relationships in the networking practices of South African businesses. The objective of this study was to investigate the networking practices of Gauteng businesses and specific perceptions and experiences of business owners and managers on their business networking objectives. A multi-method design was used, which included qualitative research (focus groups) and quantitative research (structured questionnaire). Perceptions recorded amongst the participants indicated that business relationships are built for referrals and strategic networking connections. Different forms of business networking and different motivations behind the building of business networks were identified, such as profit, access to resources and improved efficiency. Different characteristics in terms of business relationships were identified and different age groups, group 1 (44 years and younger) and group 2 (older than 45 years of age) indicated that they felt differently about the number of connections in a network. This article can contribute to the business practice of networking and the awareness of business owners and managers in terms of the importance and influence of networking in their specific business.
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Santos, Bárbara, and Pedro Campos. "SUWAN: A supervised clustering algorithm with attributed networks." Intelligent Data Analysis 27, no. 2 (March 15, 2023): 423–41. http://dx.doi.org/10.3233/ida-216436.

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An increasing area of study for economists and sociologists is the varying organizational structures between business networks. The use of network science makes it possible to identify the determinants of the performance of these business networks. In this work we look for the determinants of inter-firm performance. On one hand, a new method of supervised clustering with attributed networks is proposed, SUWAN, with the aim at obtaining class-uniform clusters of the turnover, while minimizing the number of clusters. This method deals with representative-based supervised clustering, where a set of initial representatives is randomly chosen. One of the innovative aspects of SUWAN is that we use a supervised clustering algorithm to attributed networks that can be accomplished through a combination of weights between the matrix of distances of nodes and their attributes when defining the clusters. As a benchmark, we use Subgroup Discovery on attributed network data. Subgroup Discovery focuses on detecting subgroups described by specific patterns that are interesting with respect to some target concept and a set of explaining features. On the other hand, in order to analyze the impact of the network’s topology on the group’s performance, some network topology measures, and the group total turnover were exploited. The proposed methodologies are applied to an inter-organizational network, the EuroGroups Register, a central register that contains statistical information on business networks from European countries.
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Haggerty, John, and Sheryllynne Haggerty. "Visual Analytics of an Eighteenth-Century Business Network." Enterprise & Society 11, no. 1 (March 2010): 1–25. http://dx.doi.org/10.1017/s1467222700008545.

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A social network consists of a finite set or sets of actors and the relation or relations defined upon them. The presence of relational information is a critical and defining feature of a social network.Historians have become increasingly interested in networks as an analytical tool for eighteenth-century commerce. In much of the historiography these networks are treated as inherently beneficial for the wider economy and the actors themselves. Recently, however, historians have started to problematize networks and to complicate our understanding of them. Indeed, the quote above stresses that a network is not simply theactorswithin it, but therelationshipsbetween them. Realizing this facilitates an understanding of how such networks function.
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Moritz, Markus, Daniel Fuchs, and Marian Gheorghe. "Impact of Hidden Networks in Business Systems." Materials Science Forum 957 (June 2019): 247–54. http://dx.doi.org/10.4028/www.scientific.net/msf.957.247.

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In general, networks in companies or between companies play a significant role for monetary as well as non-monetary enhancement through cooperation. The aim is a positive effect for reducing innovation cycles, reducing costs and establishing a well-balanced time to market strategy. Besides open networks, where every actor is known, the existence of hidden networks, internal as well as external, have a substantial impact on strategic and operational activities meaning either a contribution or threat for the actors outside the hidden network. With the new models introduced in this publication, actors in various environments are able to identify hidden networks in order to be able to push contributions or eliminate risks leading from profit cuts to illegal knowledge transfer.
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Durugbo, Christopher. "Bunch: a channel-oriented business network modelling approach." Business Process Management Journal 20, no. 3 (May 27, 2014): 455–79. http://dx.doi.org/10.1108/bpmj-02-2013-0017.

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Purpose – The purpose of this paper is to evaluate the benefits of using the business network channel (Bunch) approach for modelling business networks and studying the business network evolution. Business network models put the structures of process models into context by visualising roles and communication channels for social interactions. Design/methodology/approach – The research applies a case study-based approach involving the creation of business network visualisations to capture snapshots of an industrial firm's business network over a three-year period. A questionnaire-based study was also conducted with 18 key informants to evaluate the Bunch approach against existing business network modelling techniques. Findings – This study shows that when business networks – as opposed to business processes – are diagrammatically modelled, patterns of relations between individuals can also be visualised and factored into how information systems are (re)designed and deployed. The study also finds that as business networks evolve, the ability to offer complementary channels of communication and coordinate business/technological information is vital to how upturns in process times improves overall business effectiveness and efficiency. Originality/value – The major contribution of this paper is an exposition on how the Bunch approach could serve as a pedagogical tool for gaining clarity on their roles and links within the business and as an analytical tool for studying the evolution of business networks in relation to roles, links, information technologies, business strategies and business network anomalies.
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