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Cooperation & Networks > 2/3 - Analyzing networks > Flashcards

2/3 - Analyzing networks Flashcards

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1
Q

Common content between different kinds of networks

A

1) independent actors
- > organizationally independent

2) cooperate for mutual benefit
- > both need to have a benefit

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2
Q

ARA framework

What is it used for?

A
  • used for analyzing networks

- who is part of the network, which resources do they have, which activities do they do?

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3
Q

ARA framework

What does ARA stand for?

A

Actors
Resources
Activities

-> are the three components of function of business relationships

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4
Q

ARA framework

Activities

A

performed by two actors, through their relationship, can be adapted to each other so that their combined efficiency is improved (e.g. just in time exchange)

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5
Q

ARA framework

Resources

A

two parties can learn about each others resources and find new and better ways to combine them
-> relationship can have innovative effect

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6
Q

ARA framework

Actors

A

can learn that by cooperating, they can raise the benefits that each receives

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7
Q

Actors - Groups

A

Actors are divided into groups with different positions along the value chain

Identification question:
- Who has interest in our firm? Who is affected by our firm?

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8
Q

Actors - Groups

The innovation network of the firm

Focal company

A

Own competencies (product, process, market)

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9
Q

Actors - Groups

The innovation network of the firm

Different groups/actors

A 
Administration
Buyers
Competitors
Co-Suppliers
Consultants
Distributors
Research and training institutes
Suppliers and Producers of means of production
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10
Q

Actors - Groups

The innovation network of the firm

Administration

A
  • subsidy
  • political support
  • mediations, transfer
  • laws, (de-)regulations
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11
Q

Actors - Groups

The innovation network of the firm

Buyers

A
  • defining new requirements
  • solving problems of implementation and market acceptance
  • reference function
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12
Q

Actors - Groups

The innovation network of the firm

Competitors

A
  • Joint basic research
  • establishing standards
  • getting subsidies
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13
Q

Actors - Groups

The innovation network of the firm

Co-Suppliers

A
  • complementary know-how

- solving interface problems

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14
Q

Actors - Groups

The innovation network of the firm

Consultants

A
  • innovative concepts
  • structuring of processes
  • financial, legal and insurance services
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15
Q

Actors - Groups

The innovation network of the firm

Distributors

A
  • changing and weighting of demands

- gathering information about developments

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16
Q

Network horizon

A

denote how extended an actors view of the network is

  • > horizon of an actor changes over time as a consequence of doing business
  • > any business network boundary depends on perspective
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17
Q

Network context

A

part of the network within the horizon that the actor considers relevant

  • > actors: who are they and how are they related to each other
  • > activities: performed in the network and how they are linked to each other
  • > resources: used in the network and patterns between them
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18
Q

Network identity

A

meant to capture the perceived attractiveness (or repulsiveness) of a firm as an exchange partner due to its unique set of connected relations with other firms, links to their activities, and ties with their resources
-> refers to how firms see themselves in the network and how they are seen by other network actors

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19
Q

Actors - types

What is obvious and what is interesting about actors?

Study These Flashcards
A

The obvious thing about actors:

  • they are all optimizing
  • they are all profit oriented
  • they need resources

The interesting thing about actors:

  • How do they want to make a profit?
  • What do they need our resources for?
20
Q

Actors - types

Example

Study These Flashcards
A

Customer types:

  • Type: Ecologist
  • Basis of evaluation: CO2 quotes, CSR
  • When they say solution, they mean: environmentally friendly
  • Type: Price chaser
  • Basis of evaluation: price
  • When they say solution they mean: cheap
21
Q

What is VRIN used for?

Study These Flashcards
A

Analyzing competencies

22
Q

What does VRIN stand for?

Study These Flashcards
A

Valuable
Rare
In-Imitable
Non-substitutable

23
Q

VRIN

Competitive disadvantage

24
Q

VRIN

Competitive parity

Study These Flashcards
A

valuable

not rare

25
VRIN Short-term competitive advantage
valuable rare not in-imitable
26
VRIN Long-term competitive advantage
valuable rare in-imitable non-substitutable
27
Activities of firms The essential business processes
- a business is an activity or a process that turns available inputs into outputs that customers desire - the business must secure the necessary inputs, it must transform the supplies into outputs and it
28
Activities of firms The essential business processes Which processes are there?
Procurement Transformation Commercialisation (accompanied by leadership and support functions)
29
Activities of firms The essential business processes Procurement
- all resources needed in the firm must be procured: financial resources, Human Resources, physical resources, intellectual property, information resources - also called purchasing or sourcing
30
Activities of firms The essential business processes Transformation
- all of the processes in a firm that bundle and change the procured resources into offerings, i.e. what the firm sells to the customers
31
Activities of firms The essential business processes Commercialisation
- all processes related to understanding customer needs, convincing customers of a firm's offerings, and finalizing an agreement - traditionally referred to as marketing and sales
32
Activities of firms The essential business processes Success criteria
Sourcing productivity -> amount of resources per Euro Production productivity -> Amount of offerings per resource unit Commercializing productivity -> Euro per offering
33
Network configuration and innovation success Network configuration
Intensity of Technological Interweavement | Pattern of technological Interweavement
34
Network configuration and innovation success Network configuration Technological interweavement
describes the totality of a firm's technology-oriented relationships aimed at acquiring, jointly developing of diffusing of technological know-how and resources
35
Network configuration and innovation success Network configuration Patterns
formed concerning importance of collaboration with each specific type of partner in relation to the overall importance of networking
36
Network configuration and innovation success Innovation success
Product innovation success - improvement of products - new product development Process innovation success - technical - economic relevance
37
Network configuration and innovation success Which network configurations are there?
``` Island Manufacturer Toddler Highway Visionary Competence acquirer/apart the market Spider ```
38
Network configuration and innovation success The island
Intensity: - below average Pattern: - only regards its customers to be equally as important as other partners
39
Network configuration and innovation success The manufacturer
Intensity: - below average Pattern: - interacts with suppliers and customers much more intensively than with universities and consultants - overall interaction with external partners is low
40
Network configuration and innovation success The toddler
Intensity: - below average Pattern: - relatively more emphasis on collaboration with universities than on supplier interaction
41
Network configuration and innovation success The highway
Intensity: - above average Pattern - same as the manufacturer: interacts with suppliers and customers much more intensively than with universities and consultants (but higher degree of interaction than manufacturer)
42
Network configuration and innovation success The visionary
Intensity: - above average Pattern: - same as toddler: interacts with universities at a high level and regards its customers as more important than its suppliers and consultants
43
Network configuration and innovation success The competence acquirer (the apart the market)
Intensity: - low to very high Pattern: - same as highway: high importance of consultants, lowest importance: suppliers
44
Network configuration and innovation success The Spider
Intensity: - above average Pattern: - interacts with all the network partners at a very high level
45
Network configuration and innovation success Findings
- different configurations for improvement of products and new product development needed - technological interweavement is important for increasing product innovation success - customer-orientation and university interaction lead to highly innovative products - network as a whole must be taken into account when analyzing technological networks - > synergies between supplier and customer interaction that makes product improvements more successful - customer orientation is critical for product innovation success, but is not the isolated cooperation with customers which ensures product innovation success - process innovation success needs multi-dimensional cooperation with multiple actors as well - > only high intensity of interweavement is not sufficient for process innovation success
46
Relationships are connected Three options of connectedness
No impact: - existence of relationship y is independent from the existence of relationship x Positive impact on connection: - existence of x is supporting, enabling or even enforcing the existence of y - e.g. product is developed by A and F and sold to B Negative impact: - existence of x is hindering, disabling or even excluding the existence of y - e.g. caused by resource limitations (e.g. company is only able to have one partner in new product development due to exclusive rights)
47
Relationships are connected Key learnings
- a firm has to be aware of the effects of its relationship with any one firm on its other relationships - a firm's relationships can be influenced by relationships in which the firm is not directly involved - networks cannot be managed in isolation

Cooperation & Networks (4 decks)

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