Helen McGrath, Thomas O'Toole and Louise Canning
This paper aims to explore coopetition as a fundamental feature of the collaborative dynamics inherent in entrepreneurial ventures. The authors present a conceptual model and…
Abstract
Purpose
This paper aims to explore coopetition as a fundamental feature of the collaborative dynamics inherent in entrepreneurial ventures. The authors present a conceptual model and definition of entrepreneurial coopetition, the latter being explained as entrepreneurial involvement in simultaneous cooperative and competitive interactions with business network actors in a relational environment.
Design/methodology/approach
Using the micro-brewing industry in a Southern State in the USA, as an empirical base, the authors use an abductive case study approach drawing from multiple data sources including semi-structured interviews, marketing materials, information available on websites and social media, as well as information contained in newspaper articles and policy documents.
Findings
Findings suggest that entrepreneurs habitually interact in a coopetitive manner through norms formed in interaction and that these are often in response to the environment.
Research limitations/implications
Findings are limited to one particular context. Future research could include entrepreneurs from other sectors, state or country contexts which may reveal other coopetition themes.
Practical implications
More benefits in coopetition could be reaped if the entrepreneur were more cognitively aware of, and strategically planned for, the coopetitive processes in which they are (or could be) engaged.
Originality/value
The authors open the black box of entrepreneurial coopetition by putting forward and empirically examining a conceptual definition of entrepreneurial coopetition. This work moves the coopetition discussion beyond the motives behind and consequences of coopetition, analysing interactions from a process perspective. The authors respond to recent calls for a deeper understanding of coopetitive mind-sets and a multilevel approach to coopetition.
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Helen McGrath and Thomas O'Toole
The purpose of this paper is to identify the early stage network engagement strategies that new ventures use to gain traction in interaction in the development of network…
Abstract
Purpose
The purpose of this paper is to identify the early stage network engagement strategies that new ventures use to gain traction in interaction in the development of network capability.
Design/methodology/approach
Using 24 new ventures in the micro-brewing industry in Ireland, Belgium and the USA as an empirical base, the authors use an inductive case study approach owing to the exploratory nature of the research aim and the lack of prior literature in the area.
Findings
The findings suggest five early stage network engagement process strategies in network capability development: business-to-business network prospecting; co-branding/co-promoting activities; from maker-mindset to adapting; social media platforming; and recognition and activation of network role.
Research limitations/implications
The findings are limited to the micro-brewery sector at one point in time, although in multiple country contexts. Analyzing other sectors and taking a temporal view of strategizing, analyzing the sector at another time point, would show how dynamics in engagement change as the actors acquire new experiences from interaction.
Practical implications
The potential to gain from network resources and the paucity of these resources in new ventures makes early stage engagement strategizing for network capability development an attractive business strategy for new firms. All firms are born within a social network that has economic importance. Identifying the five early stage network engagement strategies can mitigate the challenge for the new venture in moving from the initial social network to collaborating within wider business networks to gain access to resources, technology and customers.
Originality/value
Strategizing in new venture contexts is a relatively new stream of research for the industrial marketing and purchasing group. This paper adds to the growing body of literature that places interaction, relationships and networks at the heart of strategy making and provides important insights for new ventures, which may lead to earlier and greater success for the firms. The authors respond to calls for increased research addressing capability development in a new venture context and for research to take a more interactive perspective on new venture processes.
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Geoff McCombe, Anne Marie Henihan, Jan Klimas, Davina Swan, Dorothy Leahy, Rolande Anderson, Gerard Bury, Colum Dunne, Eamon Keenan, David Meagher, Clodagh O’Gorman, Tom O’Toole, Jean Saunders, Bobby P. Smyth, John S. Lambert, Eileen Kaner and Walter Cullen
Problem alcohol use (PAU) is common and associated with considerable adverse outcomes among patients receiving opioid agonist treatment (OAT). The purpose of this paper is to…
Abstract
Purpose
Problem alcohol use (PAU) is common and associated with considerable adverse outcomes among patients receiving opioid agonist treatment (OAT). The purpose of this paper is to describe a qualitative feasibility assessment of a primary care-based complex intervention to promote screening and brief intervention for PAU, which also aims to examine acceptability and potential effectiveness.
Design/methodology/approach
Semi-structured interviews were conducted with 14 patients and eight general practitioners (GPs) who had been purposively sampled from practices that had participated in the feasibility study. The interviews were transcribed verbatim and analysed thematically.
Findings
Six key themes were identified. While all GPs found the intervention informative and feasible, most considered it challenging to incorporate into practice. Barriers included time constraints, and overlooking and underestimating PAU among this cohort of patients. However, the intervention was considered potentially deliverable and acceptable in practice. Patients reported that (in the absence of the intervention) their use of alcohol was rarely discussed with their GP, and were reticent to initiate conversations on their alcohol use for fear of having their methadone dose reduced.
Research limitations/impelications
Although a complex intervention to enhance alcohol screening and brief intervention among primary care patients attending for OAT is likely to be feasible and acceptable, time constraints and patients’ reticence to discuss alcohol as well as GPs underestimating patients’ alcohol problems is a barrier to consistent, regular and accurate screening by GPs. Future research by way of a definitive efficacy trial informed by the findings of this study and the Psychosocial INTerventions for Alcohol quantitative data is a priority.
Originality/value
To the best of the knowledge, this is the first qualitative study to examine the capability of primary care to address PAU among patients receiving OAT.
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Andrea Perna, Thomas O’Toole, Enrico Baraldi and Gian Luca Gregori
This study aims to develop our understanding of the value co-creation process in business networks. This study identifies four key sub-processes that characterize the value…
Abstract
Purpose
This study aims to develop our understanding of the value co-creation process in business networks. This study identifies four key sub-processes that characterize the value co-creation journey as it unfolds across an inter-organizational network. These four sub-processes are opportunity co-creation, solution co-creation, complementary co-creation and activated co-creation.
Design/methodology/approach
Reflecting the exploratory nature of this research, the methodology relies on an in-depth case study, which is analyzed through the lens of the resource interaction occurring within the specific business relationships and collaborative episodes that affected the nine-year long development of Deko, a new architectural lighting solution.
Findings
The main contribution of the paper is identifying the sub-processes comprising the value co-creation journey of a technology development solution based on resource combining, re-combining and un-combining across a business network. That value co-creation occurs through a time-consuming journey requiring multiple episodes of collaboration can also inspire the practice of handling this process for instance for a small business such as the one featured in this case study.
Originality/value
This paper highlights that the value co-creation journey process has the potential to frame the unfolding of collaboration in practice for a small business.
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Andrea Sabatini, Thomas O’Toole and Gian Luca Gregori
The purpose of this paper is to explore how sustainability is integrated into a new venture’s business network initiation. This study unpacks sustainability in business network…
Abstract
Purpose
The purpose of this paper is to explore how sustainability is integrated into a new venture’s business network initiation. This study unpacks sustainability in business network initiation using temporal bracketing and identifying its main processes. Temporal bracketing supports the understanding of the evolution of sustainability in network initiation. The processes help explore the sustainability patterns that emerge from the new venture’s attempt to integrate sustainability into network initiation.
Design/methodology/approach
The exploratory case study of an Italian pasta maker draws on industrial network theory to focus on the business network initiation of new ventures. The novelty is the integration of sustainability into the business network initiation literature. This paper adopts a single case study methodology and an abductive approach to analysis.
Findings
This study finds that sustainability in network initiation is achieved through three periods of initiation and through five processes that are overlapping, intertwined and reciprocal. This study suggests that sustainability can have a positive or negative impact when integrated into the initiation process.
Originality/value
This paper provides a conceptual framework for understanding how a new venture integrates sustainability in its network initiation. The framework comprises periods and processes of network initiation which show how a new venture can integrate sustainability in its business activities and resources through interaction with network actors.
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Conor Drummond, Thomas O'Toole and Helen McGrath
Digitalisation has increased the importance of online forms of marketing, including social media (SM) marketing, for entrepreneurial firms. This paper aims to identify digital…
Abstract
Purpose
Digitalisation has increased the importance of online forms of marketing, including social media (SM) marketing, for entrepreneurial firms. This paper aims to identify digital engagement strategies and tactics in developing SM marketing capability.
Design/methodology/approach
The study uses ethnographic content analysis of an entrepreneurial firm and a network of business-to-business (B2B) actors to classify 1,248 B2B Facebook posts and Twitter tweets from a case of an artisan food producer in addition to semi-structured interviews with 26 networked actors.
Findings
The authors derive a range of digital engagement strategies (8 in total) and tactics (15 in total) for the four defining layers of SM marketing capability, namely, connect, engage, co-ordinate and collaborate.
Research limitations/implications
This research focuses on a case study and a network of B2B actors within the artisan food sector. However, the strategies and tactics are applicable to other entrepreneurial firms and contexts.
Practical implications
The digital engagement strategies and tactics are of direct practical benefit to entrepreneurial firms willing to learn and develop SM marketing capability in interaction with their B2B partners.
Originality/value
This study investigates three under-researched areas, SM as it relates to B2B relationships, and entrepreneurship, and marketing capability gaps in an era of rapid digitalisation. The definition of SM marketing capability and associated digital engagement strategies and tactics are new to the extant literature moving forward the understanding of SM B2B marketing in theory and practice.
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The e‐business model has become an integral feature of business practice. Its existence has created an extra electronic layer to business relationships. This has facilitated close…
Abstract
The e‐business model has become an integral feature of business practice. Its existence has created an extra electronic layer to business relationships. This has facilitated close partnerships to add unique and complex electronic components to their relationships that are not easily copied by other firms. The emergence of e‐relationships is detailed and their value creating potential explored. The e‐relationship concept is then applied to the small firm. The strategic and implementation barriers that inhibit small firms from capitalising on such relationships are examined. E‐relationships are found to offer competitive advantage to few small firms. Critical to an e‐relationship’s success is the relationship orientation of the partners.
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Alma McCarthy, Thomas Garavan and Thomas O’Toole
This paper argues that human resource development (HRD) can make an important contribution in facilitating the effective management of boundaries and interfaces in organisations…
Abstract
This paper argues that human resource development (HRD) can make an important contribution in facilitating the effective management of boundaries and interfaces in organisations. Organisations are increasingly required to network and collaborate both internally and externally in order to achieve key strategic objectives. HRD can facilitate and contribute to this process at four levels of intervention.