Online from: 1986
Subject Area: Marketing
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|Title:||Coordination in innovation-generating business networks – the case of Finnish Mobile TV development|
|Author(s):||Paavo Ritala, (School of Business, Lappeenranta University of Technology, Lappeenranta, Finland), Pia Hurmelinna-Laukkanen, (Oulu Business School, Oulu University, Oulu, Finland), Satu Nätti, (Oulu Business School, Oulu University, Oulu, Finland)|
|Citation:||Paavo Ritala, Pia Hurmelinna-Laukkanen, Satu Nätti, (2012) "Coordination in innovation-generating business networks – the case of Finnish Mobile TV development", Journal of Business & Industrial Marketing, Vol. 27 Iss: 4, pp.324 - 334|
|Keywords:||Business improvement, Coordination, Innovation, Management, Network evolution, Networks, Orchestration, Television|
|Article type:||Research paper|
|DOI:||10.1108/08858621211221698 (Permanent URL)|
|Publisher:||Emerald Group Publishing Limited|
|Acknowledgements:||Received: 8 March 2011 Revised: 9 March 2011 29 June 2011 14 DecemberAccepted: 2 January 2012|
Purpose – In this study the authors seek to discuss and empirically analyze coordination mechanisms in innovation-generating business networks. Their aim is to explore how these coordination mechanisms, as well as the roles of actors, evolve during the development of such networks.
Design/methodology/approach – The paper analyses an in-depth single case study on the development of Finnish Mobile TV in an innovation-generating business network comprising a heterogeneous range of actors.
Findings – The findings suggest that coordination of innovation-generating business networks combines “management” and “orchestration”, both of which have their distinct roles throughout the development of the network. The latter is used throughout the case in question to communicate vision and build social capital, and the former to coordinate phases closer to commercialization.
Research limitations/implications – The study provides novel evidence in explicating how network coordination mechanisms of management and orchestration change as the innovation-generating business network evolves. However, there is a need to examine the issue further from different methodological standpoints in order to improve the generalizability of the results.
Practical implications – Managers will be able to use the lessons learned in designing different coordination mechanisms to ensure that the network evolves in the desired direction, and in considering the role of their companies in this development.
Originality/value – The paper enhances understanding of how coordination mechanisms evolve in different phases of innovation-generating business networks.
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