Shadow cone of strategizing in networks: influence and value creation in co-decisions

Purpose This work aims at contributing to the advancement of network management studies addressing the networking relationships and the way in which they are connected with strategizing in networks context. In line with Ritter‟s view concerning the management in network in contrast to managing of network, our paper intends to: 1) analyze the strategic process of firm in order to identify how the existing relationships influence and are influenced to support or develop the firm‟s goals; 2) to explore the content and domain of these influences in terms of resources, activities and value processes involved; 3) to identify some research issues how firms strategize in networks setting. Methodology The study combines a literature review with empirical insights. First, we review the main research stream that discussed about network and strategising. By highlighting some gaps we outlines three research questions which guide the empirical research. The research strategy is a single case study. We chose to investigate a first level supplier of automotive network, as this industry is a remarkable example of changes in the relationships between the companies in it (Ben-Zvi, 2009). We approached the analysis of interview material with specific questions concerning: i) influence ii) value and iii) relations exploration and clustered it considering the relations and linkages between each other. Findings In finding a connection among value, relationships and influence we deepen the issue of strategizing in networks context and in order to reach this research aim, we focus on activities and resources more than actors as these two elements allow the firm to have a less restrictive view on the positioning that actors occupy in its surrounding networks and on the consequent opportunities and threats of interaction with. Moreover we identify the main aim of firm‟s strategizing as supporting the value creating processes of different partners‟ in networking integrated view. In addition, the strategy as ongoing and learning process had to support reflections on how firms influence and are influenced by each other over time as well as how they sustain or develop their positioning through resources‟ and relationships‟ exploitation and exploration in interaction. These findings make the strategizing a multiple construct becoming central in explaining how firms and partners interactively evolve in networks. Implications The study provides both theoretical and practical insights into the opportunity of firms to frame the strategy decisions into the wider perspective of networks context. We identify the matter of strategizing process of firm in networks concerning not only with how companies choose to organize their activities with partners (who does what) but how they manage interdependence in order to realize the existing potential for value co-creation in networks . Originality/value- In finding a fresh conceptualization of strategising in networks is suggested . It could provide to scholars and practitioners a working basis for understanding connections and implications of strategizing in a networks context. It offers a wide perspective to frame the strategy process of firm stressing the role of networks interactions at the basis of co-decision activities responsible of performance of firm and its networks.