Configuring the governance and management of strategic networks for higher performance

• Published in: The Journal of business & industrial marketing Vol. 37; no. 12; pp. 2501 - 2514
• Main Authors: Wegner, Douglas, Dias, Marcelo Fernandes Pacheco, Azevedo, Ana Cláudia, Marconatto, Diego Antonio Bittencourt
• Format: Journal Article
• Language: English
• Published: Santa Barbara Emerald Publishing Limited 21-11-2022; Emerald Group Publishing Limited
• Subjects: Collaboration; Decision making; Small & medium sized enterprises-SME; Qualitative comparative analysis; Network governance; Network management; Network growth
• ISSN: 0885-8624; 2052-1189; 0885-8624
• DOI: 10.1108/JBIM-07-2021-0336

Purpose
Although the governance and management of networks are deeply intertwined, there is a lack of empirical studies on how strategic networks (SNs) configure both realities for higher performance. This paper aims to analyze the array of governance and management sets adopted by high-performing SNs.
Design/methodology/approach
The authors bridge the research gap by using qualitative comparative analysis on the governance (decision-making process, formalization, specialization, incentives and control) and management (strategy, structure, processes and leadership) dimensions of 73 Brazilian SNs.
Findings
The authors found that high-performing SNs adopt one of two governance/management configurations. “Piloted SNs” rely on specialized working teams, have structured decision-making processes and avoid using incentives. Conversely, “atomized SNs” run on incentives and control while eschewing specialization and rigid decision-making procedures. The authors also found that both configurations adopt formal procedures and leverage all four management dimensions.
Originality/value
The study’s results offer pathways for SNs to increase their performance and attract new members, as well as insights into the theory of SN governance.