Closing the gap between Business Networks and Value Chain Analysis

Oliveira, Luis; Fleury, Afonso; Fleury, Maria Tereza

doi:10.7819/rbgn.v21i4.4021

Luis Oliveira

University of São Paulo, Production Engineering Department, São Paulo, Brazil

http://orcid.org/0000-0003-4227-8660

Afonso Fleury

University of São Paulo, Production Engineering Department, São Paulo, Brazil

http://orcid.org/0000-0002-4511-6416

Maria Tereza Fleury

Fundação Getúlio Vargas, Sao Paulo School of Business Administration, São Paulo, Brazil

http://orcid.org/0000-0002-1570-5164

1
. Luis Oliveira, Ph.d., University of São Paulo, São Paulo, Brazil. E-mail: luis.oliveira@usp.br

2
. Afonso Fleury, Ph.D., University of São Paulo, São Paulo, Brazil. E-mail: acfleury@usp.br

3
. Maria Tereza Fleury, Ph.D., University of São Paulo, São Paulo, Brazil. E-mail: mtereza.fleury@fgv.br

Contribution of each author

Each author should take responsibility for at least one component of the paper. If the article is approved for publication, the authors should indicate in the diagram below, what was the contribution of each.

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Contribution Luis Oliveira Afonso Fleury Maria Tereza Fleury 1. Definition of research problem √ √ √ 2. Development of hypotheses or research questions (empirical studies) NA NA NA 3. Development of theoretical propositions (theoretical work) √ √ 4. Theoretical foundation/Literature review √ √ 5. Definition of methodological procedures √ 6. Data collection √ 7. Statistical analysis NA NA NA 8. Analysis and interpretation of data √ √ √ 9. Critical revision of the manuscript √ √ 10. Manuscript writing √ √ 11. Other (please specify which)

Responsible editor:

Prof. Dr. João Maurício Gama Boaventura

Journal	Number of articles	% of Articles
Strategic Management Journal	414	54.3%
Academy of Management Journal	260	34.1%
Academy of Management Review	88	11.5%
Total	762	100.0%

Cluster	Theoretical approach	Leading papers	Eigenvector centrality
1	Dynamics of dyadic relationships	Dyer and Singh (1998Dyer, J. H., & Singh, H. (1998). The relational view: Cooperative strategy and sources of interorganizational competitive advantage. Academy of Management Review, 23(4), 660-679.) Gulati (1995aGulati, R. (1995a). Does familiarity breed trust? The implications of repeated ties for contractual choice in alliances. Academy of Management Journal, 38(1), 85-112.) Mowery, Oxley, and Silverman (1996Mowery, D. C., Oxley, J. E., & Silverman, B. S. (1996). Strategic alliances and interfirm knowledge transfer. Strategic Management Journal, 17(S2), 77-91.) Kogut (1988Kogut. (1988). Joint ventures: Theoretical and empirical perspectives. Strategic Management Journal, 9(4), 319-332.) Williamson (1985Williamson, O. E. (1985). The economic institutions of capitalism: Firms, markets, relational contracting. New York: Free Press.)	0.2170 0.1940 0.1350 0.1300 0.1280
2	Impact of networks on individual firms	Uzzi (1997Uzzi, B. (1997). Social structure and competition in interfirm networks: The paradox of embeddedness. Administrative Science Quarterly, 42(1), 35-67.) Burt (1992Burt, R. S. (1992). Structural holes: The social structure of competition. Cambridge, MA: Harvard University Press.) Granovetter (1985Granovetter, M. (1985). Economic action and social structure: The problem of embeddedness. American Journal of Sociology, 91(3), 481-510.) Uzzi (1996Uzzi, B. (1996). The sources and consequences of embeddedness for the economic Performance of organizations: The network effect. American Sociological Review, 61(4), 674-698.) Rowley et al. (2000Rowley, T., Behrens, D., & Krackhardt, D. (2000). Redundant governance structures: An analysis of structural and relational embeddedness in the steel and semiconductor industries. Strategic Management Journal, 21(3), 369-386.)	0.1740 0.1650 0.1630 0.1350 0.1220
3	Dynamics of alliance networks	Powell, Koput, and Smith-Doerr (1996Powell, W., Koput, K., & Smith-Doerr, L. (1996). Interorganizational collaboration and the locus of innovation: networks of learning in biotechnology. Administrative Science Quarterly, 41(1), 116-145.) Gulati (1995bGulati, R. (1995b). Social structure and alliance formation patterns: A longitudinal analysis. Administrative Science Quarterly, 40(4), 619-652.) Gulati (1998Gulati, R. (1998). Alliances and Networks. Strategic Management Journal, 19(19), 293-317.)which has primarily considered alliances as dyadic exchanges and paid less attention to the fact that key precursors, processes, and outcomes associated with alliances can be defined and shaped in important ways by the social networks within which most firms are embedded. It identifies five key issues for the study of alliances: (1 Pfeffer and Salancik (1978Pfeffer, J., & Salancik, G. R. (1978). The external control of organizations: A resource dependence perspective. New York, NY: Harper & Row.) Baum, Calabrese, and Silverman (2000Baum, J. A. C., Calabrese, T., & Silverman, B. S. (2000). Don’t go it alone: Alliance network composition and startups’ performance in Canadian biotechnology. Strategic Management Journal, 21(3), 267-294.)	0.1970 0.1570 0.1540 0.1460 0.1200
4	Focus on individual firms	Cohen and Levinthal (1990Cohen, W. M., & Levinthal, D. A. (1990). Absorptive capacity: A new perspective on learning and innovation. Administrative Science Quarterly, 35(1), 128-152.) Nelson and Winter (1982Nelson, R. R., & Winter, S. G. (1982). An evolutionary theory of economic change. Cambridge, MA: The Belknap Press.) Barney (1991Barney, J. (1991). Firm resources and sustained competitive advantage. Journal of Management, 17(1), 99-120.) Kogut and Zander (1992Kogut, B., & Zander, U. (1992). Knowledge of the firm combination, capabilities, and the replication of technology. Organization Science, 3(3), 383-397.) Lane and Lubatkin (1998Lane, P. J., & Lubatkin, M. (1998). Relative absorptive capacity and interorganizational learning. Strategic Management Journal, 19(5), 461-477.)	0.2020 0.1650 0.1570 0.1310 0.1140

Cluster	Content of leading papers	Type of network research	Associated dimension of GVC governance	Potential contributions from business network literature to GVC analysis
1	Dynamics of dyadic interfirm relationships, based on contrasts between economic arguments (TCT) and alternative explanations (e.g. trust, organizational learning)	Impacts of firms on dyadic partners	Governance as coordination of dyads (Gereffi et al., 2005Gereffi, G., Humphrey, J., & Sturgeon, T. (2005). The governance of global value chains. Review of International Political Economy, 12(1), 78-104.), combining TCT arguments with production networks, capabilities, and firm-level learning	Incorporates organizational and cognitive lenses in the study of knowledge and capability transfer in trust-based GVCs
2	Impact of network’s attributes on individual firms, building on the relational and structural aspects of embeddedness	Impacts of network on individual firms	Not about governance, but can be related to its associated concept, GVC upgrading	Uses the idea of firms’ embeddedness in the network to unveil new relationships between governance and upgrading
3	Dynamics of alliance formation and development, with a focus on their embeddedness in social networks	Effects of networks on alliances or alliance networks	Governance as normalizing (Ponte & Gibbon, 2005Ponte, S., & Gibbon, P. (2005). Quality standards, conventions and the governance of global value chains. Economy and Society, 34(1), 1-31.; Ponte & Sturgeon, 2014), based on Convention Theory and arguments close to Neo-Institutional Economics	Explains the evolution of the norms of GVC governance under the action of the various chain members
4	Competitive advantage as given by the tenets of RBV and KBV	Impacts of hub firms on their networks	Governance as driving chains and networks (Gereffi, 1994Gereffi, G. (1994). The organization of buyer-driven global commodity chains: How U.S. retailers shape overseas production networks. In G. Gereffi & M. Korzeniewicz (Eds.), Commodity Chains and Global Capitalism (pp. 95-122). Westport, CT: Praeger.), based on the empirical relevance of capabilities	Makes explicit the dynamics of power imbalances included in GVC governance
4	Competitive advantage as given by the tenets of RBV and KBV	Impacts of firms on dyadic partners	Governance as coordination of dyads (Gereffi et al., 2005Gereffi, G., Humphrey, J., & Sturgeon, T. (2005). The governance of global value chains. Review of International Political Economy, 12(1), 78-104.), combining TCT arguments with production networks, capabilities, and firm-level learning

[1] 1
. Luis Oliveira, Ph.d., University of São Paulo, São Paulo, Brazil. E-mail: luis.oliveira@usp.br

	Outcome focus
Input focus	Individual firms	Groups of actors
Firm-level	1. Impacts of firms on dyadic partners	4. Impacts of hub firms on their networks
Relational- or Network-level	2. Impacts of network on individual firms	3. Impacts of networks on alliances or alliance networks

	Outcome focus
Input focus	Individual firms	Groups of actors
Firm-level	Governance as coordination of dyads	Governance as driving chains and networks
Relational- or Network-level	GVC upgrading	Governance as normalizing

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Closing the gap between Business Networks and Value Chain Analysis

Abstract

Purpose

Design/methodology/approach

Findings

Originality/value

Contribution	Luis Oliveira	Afonso Fleury	Maria Tereza Fleury
1. Definition of research problem	√	√	√
2. Development of hypotheses or research questions (empirical studies)	NA	NA	NA
3. Development of theoretical propositions (theoretical work)	√	√
4. Theoretical foundation/Literature review	√		√
5. Definition of methodological procedures	√
6. Data collection	√
7. Statistical analysis	NA	NA	NA
8. Analysis and interpretation of data	√	√	√
9. Critical revision of the manuscript		√	√
10. Manuscript writing	√	√
11. Other (please specify which)