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  • Green Version Networking under uncertainty.Concepts and research agenda

    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, 39, 6, 2010 DOI: 10.1016/10.1016/j.indmarman.2010.06.015

    Accepted author manuscript, 214 KB, PDF document

    Available under license: CC BY-NC-ND: Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License

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Networking under uncertainty: concepts and research agenda

Research output: Contribution to Journal/Magazine › Journal article › peer-review

Published
<mark>Journal publication date</mark>08/2010
<mark>Journal</mark>Industrial Marketing Management
Issue number6
Volume39
Number of pages6
Pages (from-to)956-961
Publication StatusPublished
Early online date14/07/10
<mark>Original language</mark>English

Abstract

This paper has two aims: Firstly, to develop the interpretation of business management as a process of 'networking' between companies by relating networking to the concepts of managerial uncertainties and abilities. Secondly, to suggest some areas of potential research that arise from the view of management as networking under uncertainty. The paper builds on the Activities, Actors, Resources (ARA) structure (Håkansson & Snehota 1995) and the Model of Managing in Business Networks (Håkansson et al., 2009) and interprets business interaction as a problem-coping process that involves a set of choices for interacting actors within particular business relationships that are unique in time and space. The paper then relates these choices to the uncertainties and abilities of interacting counterparts.

Bibliographic note

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, 39, 6, 2010 DOI: 10.1016/10.1016/j.indmarman.2010.06.015