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Caught in the web: the dual nature of networks and its consequences

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  • Frank Boons

Abstract

Relations between a firm and organizations in its political and economic environment are increasingly seen as crucial for the successful functioning of that firm, both in the narrow economic sense, and at the broader level of reaching sustainability. However, attention seems to be focused on the positive qualities of such networks of organizations. In this paper it is argued that networks of organizations have a dual nature, and do not just provide possibilities for collective learning and problem solving. At the same time, such networks consist of dependency relations that provoke power strategies, which result in outcomes reflecting the distribution of power rather than leading to an optimal result. By means of a case study, this dual nature is explored. It is shown that the actors involved in the process of developing an alternative to the disposable milk carton in the Netherlands are embedded in dependency relations. Several of these actors attempt to create problem solving networks, and succeed. However, the already existing dependency relations between the actors involved influence the direction, outcome, and timing within these networks. Using criteria for network performance, this dual nature of networks is assessed. © 1998 John Wiley & Sons, Ltd and ERP Environment.

Suggested Citation

  • Frank Boons, 1998. "Caught in the web: the dual nature of networks and its consequences," Business Strategy and the Environment, Wiley Blackwell, vol. 7(4), pages 204-212, September.
    • Handle: RePEc:bla:bstrat:v:7:y:1998:i:4:p:204-212
    DOI: 10.1002/(SICI)1099-0836(199809)7:43.0.CO;2-2
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    1. Jacqueline Cramer, 1996. "Experiences With Implementing Integrated Chain Management In Dutch Industry," Business Strategy and the Environment, Wiley Blackwell, vol. 5(1), pages 38-47, March.
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    Cited by:

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    2. Jenny Ählström & Niklas Egels‐Zandén, 2008. "The processes of defining corporate responsibility: a study of Swedish garment retailers' responsibility," Business Strategy and the Environment, Wiley Blackwell, vol. 17(4), pages 230-244, May.
    3. A. A. H. (Arnoud) Smit & Peter P. J. Driessen & Pieter Glasbergen, 2008. "Constraints on the conversion to sustainable production: the case of the Dutch potato chain," Business Strategy and the Environment, Wiley Blackwell, vol. 17(6), pages 369-381, September.
    4. Minna Halme, 2001. "Learning for sustainable development in tourism networks," Business Strategy and the Environment, Wiley Blackwell, vol. 10(2), pages 100-114, March.
    5. Eva Heiskanen, 2000. "Managers' interpretations of LCA: enlightenment and responsibility or confusion and denial?," Business Strategy and the Environment, Wiley Blackwell, vol. 9(4), pages 239-254, July.
    6. Meckling, Jonas, 2003. "Netzwerkgovernance: Corporate Citizenship und Global Governance," Discussion Papers, Presidential Department P 2003-006, WZB Berlin Social Science Center.
    7. Bakel, J.C. & Loorbach, D.A. & Whiteman, G.M. & Rotmans, J., 2007. "Business Strategies for Transitions towards Sustainable Systems," ERIM Report Series Research in Management ERS-2007-094-ORG, Erasmus Research Institute of Management (ERIM), ERIM is the joint research institute of the Rotterdam School of Management, Erasmus University and the Erasmus School of Economics (ESE) at Erasmus University Rotterdam.
    8. Annica Bragd & Gavin Bridge & Frank den Hond & P. D. Jose, 1998. "Beyond greening: new dialogue and new approaches for developing sustainability," Business Strategy and the Environment, Wiley Blackwell, vol. 7(4), pages 179-192, September.
    9. Derk Loorbach & Janneke C. van Bakel & Gail Whiteman & Jan Rotmans, 2010. "Business strategies for transitions towards sustainable systems," Business Strategy and the Environment, Wiley Blackwell, vol. 19(2), pages 133-146, February.

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