en pl
en pl

Central European Management Journal

Zobacz wydanie
Rok 2017 
Tom 25 
Numer 4

Interorganizational Network Embeddedness and Performanceof Companies Active on Foreign Markets

Milena Ratajczak-Mrozek
Poznań University of Economics and Business

2017 25 (4) Central European Management Journal

DOI 10.7206/jmba.ce.2450-7814.211

Zawartość artykułu

Abstrakt

Purpose: Despite the importance of innovation, the full innovation potential of companies operating in the industrial sector of Central and Eastern Europe (CEE) seems not to have been unlocked yet. Thus, the primary purpose of the study was to explore the key elements of company innovation policies applied on the way to successful innovation.

Methodology: The article presents results of an empirical quantitative analysis. The data has been collected through an anonymous online and postal survey. The analysis focuses on 345 companies active on foreign markets and involves a Mann-Whitney U test and a regression analysis.

Findings: The conducted analysis points to the importance of the degree of interorganizational network embeddedness for the performance of companies active on foreign markets. It shows that the higher the degree of the overall network embeddedness (measured with adaptations, trust and mutuality), the higher the company’s perceived performance relative to its competitors.

Research limitations: The research was burdened with such limitations as respondents experiencing time pressure and the use of only one source of information (the interviewees).

Originality: Despite much general evidence, the study attempts to complement the rare qualitative studies on innovation in CEE. It was carried out as a response to the lack of an in-depth study covering such recurrent challenges in the feld of company innovation policies as disruption, portfolio balancing, integration, intangibilities’ management, and play.

Powiązania

  1. Ahuja, G. (2000). Collaboration Networks, Structural Holes, and Innovation: A Longitudinal Study. Administrative Science Quarterly, 45(3): 425–55, http://dx.doi.org/10.2307/2667105 [Google Scholar]
  2. Anderson, J.C,, Håkansson, H. and Johanson, J. (1994). Dyadic Business Relationships Within a Business Network Context. Journal of Marketing, 58(October): 1–15, http://dx.doi.org/10.2307/1251912 [Google Scholar]
  3. Andersson, U., Blankenburg Holm, D. and Johanson, M. (2005). Opportunities, Relational Embeddedness and Network Structure. In: P. Ghauri, A. Hadjikhani, and J. Johanson (eds.), Managing Opportunity Development in Business Networks (pp. 27–48). London: Palgrave Macmillan, http://dx.doi.org/10.1057/9780230379695 [Google Scholar]
  4. Andersson, U. and Forsgren, M. (1996). Subsidiary Embeddedness and Control in the Multinational Corporation. International Business Review, 5(5): 487–508, http://dx.doi.org/10.1016/0969-5931(96)00023-6 [Google Scholar]
  5. Andersson, U., Forsgren, M. and Holm, U. (2001). Subsidiary Embeddedness and Competence Development in MNC’s – A Multi-Level Analysis. Organisation Studies, 22(6): 1013–1034, http://dx.doi.org/10.1177/0170840601226005 [Google Scholar]
  6. Andersson, U. and Holm, U. (2002). Managing Integration of Subsidiary Knowledge in the Multinational Corporation-a Note on the Role of Headquarters. In: V. Havila, M. Forsgren, and H. Håkansson (eds.), Critical Perspectives on Internationalisation (pp. 359–85). Oxford: Elsevier. [Google Scholar]
  7. Bresciani, S. and Ferraris, A. (2016). Innovation-Receiving Subsidiaries and Dual Embeddedness: Impact on Business Performance. Baltic Journal of Management, 11(1): 108–130, http://dx.doi.org/10.1108/BJM-11-2014-0200 [Google Scholar]
  8. Chandra, Y., Styles, C. and Wilkinson, I. (2009). The Recognition of First Time International Entrepreneurial Opportunities: Evidence from Firms in Knowledge-Based Industries. International Marketing Review, 26(1): 30–61, http://dx.doi.org/10.1108/02651330910933195 [Google Scholar]
  9. Ciabuschi, F., Holm, U. and Martín Martín, O. (2014). Dual Embeddedness, Influence and Performance of Innovating Subsidiaries in the Multinational Corporation. International Business Review, 23(5): 897–909, http://dx.doi.org/10.1016/j.ibusrev.2014.02.002 [Google Scholar]
  10. Dacin, M.T., Ventresca, M.J. and Beal, B.D. (1999). The Embeddedness of Organizations: Dialogue & Directions. Journal of Management, 25(3): 317–356, http://dx.doi.org/10.1177/014920639902500304 [Google Scholar]
  11. Dellestrand, H. (2011). Subsidiary Embeddedness as a Determinant of Divisional Headquarters Involvement in Innovation Transfer Processes. Journal of International Management, 17(3): 229–242, http://dx.doi.org/10.1016/j.intman.2011.05.005 [Google Scholar]
  12. Figueiredo, P.N. (2011). The Role of Dual Embeddedness in the Innovative Performance of MNE Subsidiaries: Evidence from Brazil. Journal of Management Studies, 48(2): 417–40, http://dx.doi.org/10.1111/j.1467-6486.2010.00965.x [Google Scholar]
  13. Fletcher, R. and Barrett, N. (2001). Embeddedness and the Evolution of Global Networks: An Australian Case Study. Industrial Marketing Management, 30(7), 561–573, http://dx.doi.org/10.1016/S0019-8501(99)00120-0 [Google Scholar]
  14. Fonfara, K. (2012). The Interpretation of Business Networks. In: K. Fonfara (ed.), The Development of Business Networks in the Company Internationalisation Process (pp. 9–22). Poznań: Poznań University of Economics Press. [Google Scholar]
  15. Ford, D., Gadde, L.-E., Håkansson, H. and Snehota, I. (2011). Managing Business Relationships. 3rd ed. Chicester, UK: Wiley. [Google Scholar]
  16. Forsgren, M, Holm, U. and Johanson, J. (2005). Managing the Embedded Multinational. Cheltenham: Edward Elgar. [Google Scholar]
  17. Gadde, L.-E. and Snehota, I. (2000). Making the Most of Supplier Relationships. Industrial Marketing Management, 29(4): 305–316, http://dx.doi.org/10.1016/S0019-8501(00)00109-7. [Google Scholar]
  18. Golonka, M. (2016). Interfirm Cooperation Strategy of Hyper-Growth and Stable-Growth ICT Firms in Sweden. Journal of Management and Business Administration. Central Europe, 24(4): 70–87, http://dx.doi.org/10.7206/jmba.ce.2450-7814.183 [Google Scholar]
  19. Granovetter, M. (985). Economic Action and Social Structure: The Problem of Embeddedness. American Journal of Sociology, 91(3): 481–510. [Google Scholar]
  20. Håkansson, H. and Snehota, I. (1989). No Business Is an Island. Scandinavian Journal of Management, 5(3): 187–200, http://dx.doi.org/10.1016/0956-5221(89)90026-2 [Google Scholar]
  21. Håkansson, H. and Snehota, I. (1995). Developing Relationships in Business Networks. London: Routledge. [Google Scholar]
  22. Halinen, A., and Törnroos, J.-Å. (1998). The Role of Embeddedness in the Evolution of Business Networks. Scandinavian Journal of Management, 14(3): 187–205, http://dx.doi.org/10.1016/S0956-5221(98)80009-2 [Google Scholar]
  23. Hallin, C., Holm, U. and Sharma, D.D. (2011). Embeddedness of Innovation Receivers in the Multinational Corporation: Effects on Business Performance. International Business Review, 20(3): 362–373, http://dx.doi.org/10.1016/j.ibusrev.2010.09.002 [Google Scholar]
  24. Hess, M. (2004). ‘Spatial’ Relationships? Towards a Reconceptualization of Embeddedness. Progress in Human Geography, 28(2): 165–186, http://dx.doi.org/10.1191/0309132504ph479oa [Google Scholar]
  25. Johanson, J. and Mattsson, L.-G. (1987). Interorganizational Relations in Industrial Systems: A Network Approach Compared with the Transaction-Cost Approach. International Studies of Management & Organization, 17(1): 34–48, http://dx.doi.org/10.2753/IMO0020-8825440302 [Google Scholar]
  26. Johanson, J. and Mattsson, L.-G. (1988). Internationalisation in Industrial Systems – A Network Approach. In: N. Hood and J.-E. Vahlne (eds.), Strategies in Global Competition (pp. 303–21). New York: Croom Helm. [Google Scholar]
  27. Johanson, J. and Vahlne, J.-E. (2009). The Uppsala Internationalization Process Model Revisited: From Liability of Foreignness to Liability of Outsidership. Journal of International Business Studies, 40(9): 1411–1431, http://dx.doi.org/10.1057/jibs.2009.24 [Google Scholar]
  28. Knoben, J. (2008). Firm Mobility and Organizational Networks. Innovation, Embeddedness and Economic Geography. Cheltenham: Edward Elgar. [Google Scholar]
  29. Mazurek, G. (2014). Network Value Creation through Marketing. Management & Business Administration. Central Europe, 22(4): 70–77, http://dx.doi.org/10.7206/mba.ce.2084-3356.120 [Google Scholar]
  30. Mitręga, M. and Zolkiewski, J. (2012). Negative Consequences of Deep Relationships with Suppliers: An Exploratory Study in Poland. Industrial Marketing Management, 41(5): 886–894, http://dx.doi.org/10.1016/j.indmarman.2011.09.023 [Google Scholar]
  31. Nell, P.C., Ambos, B. and Schlegelmilch, B.B. (2011). The MNC as an Externally Embedded Organization: An Investigation of Embeddedness Overlap in Local Subsidiary Networks. Journal of World Business, 46(4): 497–505, http://dx.doi.org/10.1016/j.jwb.2010.10.010. [Google Scholar]
  32. Nell, P.C. and Andersson, U. (2012). The Complexity of the Business Network Context and Its Effect on Subsidiary Relational (over-) Embeddedness. International Business Review, 21(6): 1087–1098, http://dx.doi.org/10.1016/j.ibusrev.2011.12.002 [Google Scholar]
  33. Oehmichen, J. and Puck J. (2016). Embeddedness, Ownership Mode and Dynamics, and the Performance of MNE Subsidiaries. Journal of International Management, 22 (1), 17–28. http://dx.doi.org/10.1016/j.intman.2015.11.002 [Google Scholar]
  34. Podsakoff, P.M., MacKenzie, S.B., Lee, J.Y. and Podsakoff, N.P. (2003). Common Method Biases in Behavioral Research: A Critical Review of the Literature and Recommended Remedies. Journal of Applied Psychology, 88(5): 879–903, http://dx.doi.org/10.1037/0021-9010.88.5.879 [Google Scholar]
  35. Polanyi, K. (1944). The Great Transformation. The Political and Economic Origins of Our Time. Boston: Beacon Press, http://dx.doi.org/10.2307/2144137 [Google Scholar]
  36. Ratajczak-Mrozek, M. and Małys, Ł. (2012). Supply Chain Cooperation and Company Performance. Argumenta Oeconomica, 29(2): 89–107. [Google Scholar]
  37. Sigfusson, T. and Harris, S. (2013). Domestic Market Context and International Entrepreneurs’ Relationship Portfolios. International Business Review, 22(1): 243–58. http://dx.doi.org/10.1016/j.ibusrev.2012.04.008 [Google Scholar]
  38. Welch, L.S, and Luostarinen R.K. (1993). Inward-Outward Connections in Internationalization. Journal of International Marketing, 1(1): 44–56, http://dx.doi.org/10.2307/25048483. [Google Scholar]

Kompletne metadane

Cytowanie zasobu

APA style

Ratajczak-Mrozek, Milena (2017). Ratajczak-Mrozek, M. . (2017). Interorganizational Network Embeddedness and Performanceof Companies Active on Foreign Markets. Central European Management Journal, 25(4), 144-157. https://doi.org/10.7206/jmba.ce.2450-7814.211 (Original work published 2017)

MLA style

Ratajczak-Mrozek, Milena. Ratajczak-Mrozek, M. . „Interorganizational Network Embeddedness And Performanceof Companies Active On Foreign Markets”. 2017. Central European Management Journal, t. 25, nr 4, 2017, ss. 144-157.

Chicago style

Ratajczak-Mrozek, Milena. Ratajczak-Mrozek, Milena . „Interorganizational Network Embeddedness And Performanceof Companies Active On Foreign Markets”. Central European Management Journal, Central European Management Journal, 25, nr 4 (2017): 144-157. doi:10.7206/jmba.ce.2450-7814.211.

Prawa autorskie

copyright info

CC-BY-NC-ND

Podobne artykuły: