These structural elements are relatively stable and do not change overnight in a network
These interactions are termed dynamic because the underlying processes change more frequently and can contribute to changes in the structural components.
Conclusions
Industrial networks and business relationships play key roles for the strategy of IKEA and of most firms. Therefore, firms need a network strategy, that is, they need to consider and use the external network in order to accomplish their own goals. In order for a firm to implement a network strategy and achieve its own goals, the focal firms resources must be combined with those of external actors. This combination is made concrete through two types of interaction processes: inter-organizational routineswell suited for achieving efficiency goals and joint projects, aptly addressing development goals.
Conclusions
These interaction processes are facilitated if the goals and resources of the various parties match each other. However, perfect goal congruence never exists in a network of independent firms. Even if a firm can improve its network matching by forming the structure of the network (e.g., by selecting suppliers), no absolute control can be established over the network. In fact, the limits to controlling the network structure and processes suggest the need to delegate responsibilities to trusted and competent external actors who are capable, in turn, of engaging other relevant actors.
Conclusions
In fact, forming the network by attracting counterparts and continuously interacting with them requires that a firm is capable and prepared to meet the network in three main ways: by possessing extensive and specialized competences; by creating appropriate inter-organizational; and by promoting a network-oriented culture. While being prepared to meet the network also means being flexible enough to change internal competences and inter-organizational interfaces to better interact with a changing network, a network-oriented culture is instead more of a stable pillar. IKEAs entire network strategy strongly relies on mutual trust and commitment to selected partners as substitutes for absolute control: its is only if you trust a committed partner that you can accept dependence on it and delegate essential tasks such as technical developments
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