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The Resource No Business is an Island : Making Sense of the Interactive Business World

No Business is an Island : Making Sense of the Interactive Business World

No Business is an Island : Making Sense of the Interactive Business World
No Business is an Island
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Making Sense of the Interactive Business World
The base for this book is 40 years of research on business relationships between companies evidencing the interactive features of the contemporary business world that have important consequences for management, policy and research
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No Business is an Island : Making Sense of the Interactive Business World
No Business is an Island : Making Sense of the Interactive Business World
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  • Front Cover -- No Business is an Island: Making Sense of the Interactive Business World -- Copyright Page -- Contents -- List of Contributors -- Preface -- Step 1: Constituting the Advisory Board - Defining the themes -- Step 2: Organising and carrying out three workshops -- Step 3: 2016 Symposium: 'IMP - Making sense of the interactive business world' -- Step 4: Publications -- The Significance of Business Relationships -- The World of Business as a Rain Forest -- The Development of the IMP Research Stream -- What Is behind the Products and Services We Use? -- A Car -- A Table -- A Medical Treatment -- Transportation Service -- Fish -- Distinctive Features of the Business World -- Continuity of Inter-Organizational Business Relationships -- Network Structures -- Interaction -- Consequences for Management, Policy Makers and Research -- Implications for Management -- Implications for Policy Makers -- Implications for Research -- Interactivity as a Feature of the Business World and the Challenge for Management and Research -- Management in the Interactive Business World -- The Role of Management in the Interactive Business World -- The Task of Management in Business Networks -- The Practice of Management -- Sense-Making for Business Management -- Management as a Continuing Process of Interaction -- Short-Term and Routine Interaction -- Interaction for Structural Change -- Interaction to Exploit and Develop Business Skills and Expertise -- Management as an Integrative Function in Solution Development -- Value Creation within an Episode -- Value Creation within a Relationship -- Value Creation Through Network Position -- Management Through the Interaction Lens - Living with Dualities -- Management Skills and Capabilities -- Value Measuring and Value Appropriation in Business Networks -- Introduction
  • Value Measuring in an Interactive Network Context -- Value Capturing in an Interactive Network Context -- Conclusion: Measuring and Capturing Interacted Values -- Purchasing and Supply Management: On Strategic Roles and Supplier Interfaces -- The Increasing Importance of Purchasing and Supply as a Management Field -- Perspectives on PSM Over Time -- The Development of PSM Practice -- Strategic Issues in Purchasing and Supply Management -- IMP Research on PSM -- The Rationalisation Role and Supplier Interfaces -- The Development Role and Supplier Interfaces -- Structuring, Supplier Interfaces and the Interplay among Strategic Roles -- Strategic Alternatives for Leveraging the Roles and Interfaces -- Organising and Supplier Interfaces -- Conclusions -- New Business Development in Business Networks -- Introduction -- Challenges of Establishing a New Business in an Interactive Business Landscape -- The Challenge of Relating - Developing the Initial Business Relationships -- Jointly Developing Solutions -- Gaining a Friend and Acquiring a Face -- Allocating Resources in Starting Up -- The Challenge of Networking - the Need to Cope with Multiple Relationships -- Multiple Actors and Different Logics -- A New Venture's Multiple Identities -- Organising the New Venture -- Managing a New Business Venture in an Interactive Business Landscape - the Implications of Relating and Networking -- Final Remarks -- Innovation Policy in an Interacted World - The Critical Role of the Context -- Innovations Are Outcomes of Business Interactions -- Critiques of Innovation Policy -- Actors and Markets -- Academic Entrepreneurship -- Systems of Innovation -- The Unexpected Effects of Innovation Policies -- Interaction between Policymaking and Industrial Practice -- Non-Linearity of Policy Processes -- The Problem of Boundaries -- Policymaking by Interactions and Networks
  • Implications for Research and Policymaking -- The Geographical Dimension in the Interactive World - The Importance of Place -- How Place Finds Its Place in EU Policy - Adoption of the Region-Centric Perspective -- Empirical Findings of Place from a Firm-Centric Perspective -- The Heterogeneity of Place - The Prato Case -- The Borders of Place - The Solibro Case -- The Relatedness of Places - The Mauritius Free Port Case -- How Region-Centric and Firm-Centric Perspectives Relate to Regional Cohesion Policy -- Place and Economic Activity in the Future - From a Region-Centric to a Firm-Centric Perspective -- Notes to Future Research -- Notes to Future Policy -- Regional Development Policies -- Market-as-a-network: Policy Implications -- Targets of Regional Development Policies -- Processes of Value Creation and Value Appropriation as Aims of Regional Policies -- How to Implement Regional Policies and the Plurality of Actors -- Roles of the Public Actors in the Network of Regional Policy -- Conclusions -- Owner Relationships - A Parallel Network Force -- Introduction -- Owner Relationships Go beyond the Dyad -- Experiences of a Parallel Force -- The Content and Consequences of Owner Relationships -- Owner's Utilisation of Owner Relationships -- Owned Companies' Use of Owner Relationships -- Public Owner Relationships -- 75 Years of Different Types of Owners' Relationships -- From Private to State Ownership -- From State to Private Ownership -- Conclusion: The Importance of Considering Owner Relationships -- Public Purchasing in an Interactive World -- Introduction -- The Role of Public Procurement -- Public Purchasing and Relations to Suppliers -- Analytical Framework -- Market Theories and Translations -- The Five Supply-Chain Governance Modes as Presented by Gereffi et al. -- Application of the Two Dominant Governance Modes
  • The Vertically Integrated Governance Structure - Or the 'Make or Buy' Decision in Public Purchasing -- The Public Procurement Context -- Synthesis on Translations -- The Market as Governance Structure -- Translations of Theory -- The Public Procurement Context -- Synthesis on Translations -- Challenges to Public Procurement and the Two Dominant Governance Modes -- Public Purchasing and Efficiency -- Public 'Make or Buy' Decisions -- Public Purchasing Creating Innovations -- Public Purchasing as Instruments of Public Policy -- The Relational Governance Mode - the Promise of the Mode in the Centre -- The Public-Sector Context -- Translations Made -- Synthesis on Translations -- The IMP School as Reflected by the Translations Made in the Relational Mode -- The Modular and the Captive Governance Modes - A Comment -- Public Sector Context and Completed Translations -- Dealing with the Four Core Challenges and the Five Governance Modes in Public Procurement -- Researching the Interactive Business World -- Interplay of Research Object, Methodology and Theory -- Introduction -- A Model That Distorts the Image -- A Specific Challenge -- Approaching the Interactive Business World -- Image and Logic - As Two Alternative Scientific Approaches -- Image-Based Methodologies -- Characteristics of Logic-Based Methodologies -- Conclusion -- Boundaries of Business Actors and Networks - Theoretical and Methodological Reflections -- Introduction -- Setting the Scene: Boundary Issues in an Interacted Business Landscape -- Methodological Reflections -- IMP on Intentionality, Intentional Actors and Networks -- Strategising and Economising by Setting and Moving Boundaries in Business Networks -- Understanding Setting and Moving Boundaries -- Two Archetypes of Boundary Settings -- Characteristics of Boundary Setting: Location and Permeability
  • Extending Conceptions of Boundaries of Actors and Networks -- Strategising by Setting, Widening or Narrowing Boundaries -- The Intentional Firm or the Intentional Constellations of Actors/Networks As Units of Analysis -- The Collective Dimension of Setting Boundaries -- The Multi-Dimensional Conception of Boundaries: Awareness, Influence and Control -- Concluding Reflections -- Interdependencies - Blessings and Curses -- The Significance of Interdependencies -- Interdependencies in IMP Research -- Interdependencies and Integration of Activities -- Interdependencies and Resource Interfaces -- Interdependencies and Actor Interaction -- The Interplay between Integration, Interfaces and Interaction -- The Double-Sided Nature of Interdependencies -- Coping with Existing Interdependencies and Creating New Ones -- Concluding Discussion -- Researching the Interactive Business Landscape -- Introduction -- Continuity in Inter-Organisational Business Relationships -- The Challenge of Two Sidedness -- Capturing the Complex Content -- The Challenge of Change -- Network-Like Structure of Interdependent Relationships -- The Challenge of Researching Networks with No Given Boundaries -- The Challenge of Researching Interrelatedness -- The Challenge of Researching Network Dynamics -- Interaction Processes in Business Relationships -- The Challenge of Anchoring Perspectives on Interaction -- The Challenge of Coping with Subjective Understanding of Interaction -- The Challenge of Capturing the Dynamics of Interaction -- Concluding Discussion: How Do We Tackle the Challenges of Studying an Interactive Business Landscape? -- Interactivity in Business Networks -- What Is Behind 'Economies'? -- The Importance of Interaction in Business -- What Is Behind Interaction? -- What Is Behind Interactivity? -- When and How Is Interactivity Used?
  • Interactivity - A Key Dimension in All Economic Development
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1 online resource (348 pages)
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      110 8th St, Troy, NY, 12180, US
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