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The quantitative journey in a qualitative landscape: developing a data collection model and a quantitative methodology in business network studies

Baraldi, Enrico; Bocconcelli, Roberta - In: Management Decision 39 (2001) 7, pp. 564-577

networks in the European furniture industry. The article offers an account of a theoretical journey starting from a qualitative …

Persistent link: https://www.econbiz.de/10014932242

Knowledge‐based structures and organisational commitment

Brooks, Gordon - In: Management Decision 40 (2002) 6, pp. 566-573

Organisational commitment, the emotional attachment of an employee to the employing organisation, has attracted a substantial body of literature, relating the concept to various antecedents, including organisational structure, and to a range of consequences, including financially important...

Persistent link: https://www.econbiz.de/10014932298

Theorising path‐dependency: how does history come to matter in organisations?

Greener, Ian - In: Management Decision 40 (2002) 6, pp. 614-619

to the role of durable materials in networks, and to the strategies of simplification employed within organisations to …

Persistent link: https://www.econbiz.de/10014932303

B2B relationships and networks in the Internet age

Kandampully, Jay - In: Management Decision 41 (2003) 5, pp. 443-451

advantages of business networks and relationships, and elucidates how these have become increasingly imperative within the new e …

Persistent link: https://www.econbiz.de/10014932388

Guanxi , performance and innovation in entrepreneurial service projects

Arribas, Iván; Hernández, Penélope; Vila, Jose E. - In: Management Decision 51 (2013) 1, pp. 173-183

. Findings – There is empirical evidence that entrepreneurs do not create social networks with preferential attachment structure …

Persistent link: https://www.econbiz.de/10014933325

Managing Organizational Networks: Defining the Core

Boyle, Emily - In: Management Decision 31 (1993) 7

Organizational networks have become increasingly common in business in recent years. These networks are managed by a … “core organization”. However, little is known about the reasons for a firm becoming a core, and its role in the network′s … and linking organization for network members. Looks at a variety of roles which the core may have in the network′s value …

Persistent link: https://www.econbiz.de/10014933579

From Marketing Mix to Relationship Marketing

Grönroos, Christian - In: Management Decision 32 (1994) 2, pp. 4-20

evolving trends in business, such as strategic partnerships, alliances and networks. Suggests relationship marketing, based on …

Persistent link: https://www.econbiz.de/10014933600

Stimulating Referrals

Wilson, Aubrey - In: Management Decision 32 (1994) 7, pp. 13-15

The most cost‐effective of all marketing tools is substantially ignored by those organizations which could most benefit from its application – professional services. The interpersonal network (referrals) provides in excess of 80 per cent of new clients coming to a practice, yet few firms...

Persistent link: https://www.econbiz.de/10014933639

The Extended Manufacturing Enterprise Paradigm

O′Neill, Henrique; Sackett, Peter - In: Management Decision 32 (1994) 8, pp. 42-49

manufacturing processes and information technology. It demands the development of a new management philosophy and particularly new …

Persistent link: https://www.econbiz.de/10014933645

Do networks really foster innovation?

Tomás Gómez Arias, José - In: Management Decision 33 (1995) 9, pp. 52-56

Warns that although technology and innovation are often the key drivers in the formation of business partnerships and … networks, reflecting the parallel relationship between the institutional set and the technological set, the formation of … tightly knit networks of relationships often entails drawbacks and hazards like increasing complexity, loss of autonomy and …

Persistent link: https://www.econbiz.de/10014933713