Managing strategic networks. The strengths of a core-periphery network architecture

This paper is part of a larger survey of the Italian design-intensive furnishings manufacturers that compete by leveraging a network of interfirm collaborative relationships with external designers. Among these ‘central firms’, three are being studied longitudinally, with reference to the following areas of inquiry: organizational vision; partners’ selection; network management. Here I refer to the last area. Founding on the relational behavior of the three central firms over a (approximately) 30-years time span, I submit that the ability to leverage over time a ‘dual’ network architecture - integrating a large periphery of weak ties with a narrow core of strong ties - is a distinctive relational capability of the central firm, hence a potential source of sustained competitive advantage. Further research will have to test this research proposition, and to explore whether, why and how, in the long run, central firms trigger out purposefully the evolution of network composition as an integral part of the strategic management of their networks.