Wärtsilä Finland Oy (Ship Power)
Re-organization of global sourcing and the challenges of a rapidly growing business in the context of the project business
Analysis of more than 20 co-relationships Portfolio for a supplier of network development tools
Model of Supplier’s development discussions Cost structure opening with the pilot supplier
SOP Metal Oy
Management and development of customer partnerships
Systematic analysis of partnership and defining the development need in key customer relationships
Model for development discussions of partnerships
VM Group Oy
Strategic co-operation in the horizontal network
Developing the network strategy process Prioritization of partners and development of partnerships
Model for network’s strategy process
Discussion and conclusions
The project examined the networks as a dynamic framework linked to the business development of network actors. The rich empirical data deepened the understanding of network dynamics, and the development activities varied from the efficiency of supplier networks to the search for new business opportunities in customer networks. The network’s development framework can contribute to actors learning as well as operational efficiency. On the other hand, it can also create innovation and new business opportunities. The results point out the importance of contingency theory within both network research and practice. The starting point of the analysis was the positioning of the networks as a hybrid form of organizing between the markets and the hierarchies (Figure 1).
The Dynamo project provided theoretical and managerial contributions to the management and development of business networks. It created a vision for development paths and solutions to the future success of business relationships and networks. As prior literature typically focused on the characteristics and development processes within one network type, this comparison between network types contributes to the existing literature of network management. Thereby, the study also proves that the different network types distinguished in several network typologies also exist in practice. Moreover, viewing business networks in terms of concurrently open and closed systems leads us to a new understanding of the role and limits of network management and different network forms.
Production matters. VTT in global trends. Kai Häkkinen (ed.)