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Strategische Führung in Industrial Service Networks: Leitgedanken zu Chancen und Grenzen aus Sicht von KMU

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  • Gordon Müller-Seitz

    (Technische Universität Kaiserslautern)

Abstract

Zusammenfassung Kleine und mittlere Unternehmen (KMU) bieten aufgrund global vernetzter Wertschöpfungsketten immer häufiger nebst industriellen Produkten auch komplementäre Dienstleistungen an. In der Regel können die KMU diese Dienstleistungen nicht alle selbst anbieten, sondern sind dafür auf die Kooperation mit (internationalen) Partnern angewiesen. Daher sind sie zunehmend gezwungen, sich ausgehend von ihrer produktbezogenen Kernkompetenz als Netzwerkführer zu etablieren oder sich gegenüber dominanteren, für sie Dienstleistungen erbringenden Kooperationspartnern durchzusetzen. Dieser konzeptionelle Beitrag zeigt auf, welche strategischen Handlungsoptionen der Netzwerksteuerung existieren und legt zugleich Risiken durch die Beteiligung an solchen Industrial Service Networks aus Sicht von KMU dar.

Suggested Citation

  • Gordon Müller-Seitz, 2015. "Strategische Führung in Industrial Service Networks: Leitgedanken zu Chancen und Grenzen aus Sicht von KMU," Schmalenbach Journal of Business Research, Springer, vol. 67(69), pages 17-34, January.
    • Handle: RePEc:spr:sjobre:v:67:y:2015:i:69:d:10.1007_bf03372932
    DOI: 10.1007/BF03372932
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    References listed on IDEAS

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    More about this item

    Keywords

    L20; M16;

    JEL classification:

    • L20 - Industrial Organization - - Firm Objectives, Organization, and Behavior - - - General
    • M16 - Business Administration and Business Economics; Marketing; Accounting; Personnel Economics - - Business Administration - - - International Business Administration

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