TY - JOUR

T1 - Entrepreneurial networks across the business life cycle

T2 - The case of Alpine hospitality entrepreneurs

AU - Strobl, Andreas

AU - Kronenberg, Christopher

PY - 2016/6/13

Y1 - 2016/6/13

N2 - PurposeThis paper aims to deliver a detailed understanding about the dynamics of entrepreneurial networks along the enterprise life cycle of hospitality enterprises.Design/methodology/approachCase study research was conducted, using in-depth interviews with hospitality entrepreneurs and additional material (e.g. website information). The data were analyzed applying the qualitative method GABEK (GAnzheitliche BEwältigung von Komplexität – holistic processing of complexity) which enables researchers to reveal concepts and attitudes of interviewees.FindingsNetworks of hospitality entrepreneurs shift from local ties to industry-specific actor groups to local and non-local ties to actor groups inside and outside the industry. Throughout the enterprise life cycle, entrepreneurs prefer strong ties. The transition from one family generation to the next and changes in the competitive environment are important triggers of network configurations.Research limitations/implicationsFuture research should reproduce the findings and investigate the proposed relationships in representative samples from different regions and industries. The influences of different actors within networks provide fertile research opportunities.Practical implicationsNetworks provide viable means for tackling the challenges of growth in the hospitality industry. The research provides managerial implications for how networks should be configured for meeting resource dependencies of different development stages.Originality/valueBuilding on resource dependency theory, this research emphasizes which challenges the enterprise life cycle imposes upon network management in the hospitality industry. While past research has focused upon the early stages of the enterprise life cycle, this study investigates also later stages. Furthermore, triggers of network management are identified.

AB - PurposeThis paper aims to deliver a detailed understanding about the dynamics of entrepreneurial networks along the enterprise life cycle of hospitality enterprises.Design/methodology/approachCase study research was conducted, using in-depth interviews with hospitality entrepreneurs and additional material (e.g. website information). The data were analyzed applying the qualitative method GABEK (GAnzheitliche BEwältigung von Komplexität – holistic processing of complexity) which enables researchers to reveal concepts and attitudes of interviewees.FindingsNetworks of hospitality entrepreneurs shift from local ties to industry-specific actor groups to local and non-local ties to actor groups inside and outside the industry. Throughout the enterprise life cycle, entrepreneurs prefer strong ties. The transition from one family generation to the next and changes in the competitive environment are important triggers of network configurations.Research limitations/implicationsFuture research should reproduce the findings and investigate the proposed relationships in representative samples from different regions and industries. The influences of different actors within networks provide fertile research opportunities.Practical implicationsNetworks provide viable means for tackling the challenges of growth in the hospitality industry. The research provides managerial implications for how networks should be configured for meeting resource dependencies of different development stages.Originality/valueBuilding on resource dependency theory, this research emphasizes which challenges the enterprise life cycle imposes upon network management in the hospitality industry. While past research has focused upon the early stages of the enterprise life cycle, this study investigates also later stages. Furthermore, triggers of network management are identified.

KW - Relationship management,

KW - Entrepreneurship

KW - Networks

KW - Cooperation

KW - Enterprise life cycle

U2 - 10.1108/ijchm-03-2014-0147

DO - 10.1108/ijchm-03-2014-0147

M3 - Journal article

VL - 28

SP - 1177

EP - 1203

JO - International Journal of Contemporary Hospitality Management

JF - International Journal of Contemporary Hospitality Management

SN - 0959-6119

IS - 6

ER -