Configuring the governance and management of strategic networks for higher performance
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 S...
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| Published in: | The Journal of business & industrial marketing Vol. 37; no. 12; pp. 2501 - 2514 |
|---|---|
| Main Authors: | , , , |
| Format: | Journal Article |
| Language: | English |
| Published: |
Santa Barbara
Emerald Publishing Limited
21-11-2022
Emerald Group Publishing Limited |
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| Abstract | 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. |
|---|---|
| AbstractList | PurposeAlthough 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/approachThe 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.FindingsThe 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/valueThe 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. 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. |
| Author | Marconatto, Diego Antonio Bittencourt Dias, Marcelo Fernandes Pacheco Wegner, Douglas Azevedo, Ana Cláudia |
| Author_xml | – sequence: 1 givenname: Douglas surname: Wegner fullname: Wegner, Douglas email: dwegner@fdc.org.br – sequence: 2 givenname: Marcelo Fernandes Pacheco surname: Dias fullname: Dias, Marcelo Fernandes Pacheco email: marcelo.dias@ufpel.edu.br – sequence: 3 givenname: Ana Cláudia surname: Azevedo fullname: Azevedo, Ana Cláudia – sequence: 4 givenname: Diego Antonio Bittencourt surname: Marconatto fullname: Marconatto, Diego Antonio Bittencourt email: dmarconatto@fdc.org.br |
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