Strategizing in collective value-creating networks
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2020-08-27
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en
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Abstract
In our contemporary society, civilians are taking matters in their own hands to solve societal and ecological problems on a supra-local scale. These collaborations are called entrepreneurial networks. Although entrepreneurial networks are not new, much is still unknown on how they strategically operate; making decisions, setting goals and plan activities. Entrepreneurial networks are occurring more frequently and are becoming a key player in establishing sustainable transitions. It is, therefore, necessary to get a better understanding of how these networks strategize.
This exploratory qualitative research presents a first attempt in analyzing the strategizing process of multi-party, value creating collaborations in which civilians take center stage. Based on literature, an existing model is adapted, enabling analysis of four different stages of strategy development as well as major factors that affect these stages. Accordingly, the model is used to analyze eleven cases of entrepreneurial networks, from which the findings are compared for their differences and similarities. Based on the analysis, the strategizing process of entrepreneurial networks can be characterized by the strategy as practice approach. Moreover, strategy as practice provides three different modes of association in the socio-economic context that explain the competing demands within the networks. The most occurring mode is imbalanced.
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Faculteit der Managementwetenschappen