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    Rights statement: This is the author’s version of a work that was accepted for publication in Industrial Marketing Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Industrial Marketing Management, 48, 2015 DOI: 10.1016/j.indmarman.2015.03.009

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Inter-cognitive representations in business networks

Research output: Contribution to journalJournal article

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<mark>Journal publication date</mark>07/2015
<mark>Journal</mark>Industrial Marketing Management
Volume48
Number of pages7
Pages (from-to)61-67
Publication statusPublished
Early online date25/03/15
Original languageEnglish

Abstract

This study aims at conceptualizing the different outcomes of inter-cognitive representations, such as manifestations of agreements between business actors, legally binding contracts, and industry standards and regulations which are developed through interactions between actors in business networks. Inter-cognitive representations inscribe shared understandings and thus prove an objectified basis for further interactions within the business network. To advance the study of inter-cognitive representations in business networks, we develop conceptual framework that integrates two conceptual dimensions, namely, 1) ‘shared understanding of rules’ and 2) ‘interaction among interdependent actors’. The framework allows us to formulate four theoretical propositions that provide alternative hypotheses, which deserve further research and empirical testing.

Bibliographic note

24 month embargo This is the author’s version of a work that was accepted for publication in Industrial Marketing Management. Changes resulting from the publishing process, such as peer review, editing, corrections, structural formatting, and other quality control mechanisms may not be reflected in this document. Changes may have been made to this work since it was submitted for publication. A definitive version was subsequently published in Industrial Marketing Management, 48, 2015 DOI: 10.1016/j.indmarman.2015.03.009