Strategic business networks in the Finnish wood products industry: a case of two small and medium-sized enterprises

Research output: Contribution to journalArticleScientificpeer-review

Abstract

The use of network-based business models has been brought up as a means of creating com-petitive edge in the tightening global competition. In practice, adopting network-based models has not yet become common in the wood products industry. The objective of this study is to gain better understanding of types of network-based business models using a case study of two small and medium-sized wood industry companies in Finland (for a sake of anonymity named as A and B). The network of company A is found to consist of mostly of established actors with a new-in-the-market value creation system, whereas network for company B is more stable and has an established value system aiming at growth and incremental innovations. Both networks had experienced difficulties in finding partners and lacked some strategic resources. Via this example we wish to stimulate further research interest on the sources of network-based competitive advantage in the traditional wood product industry in a need of renewal of business models.
Original languageEnglish
Article number1544
JournalSilva Fennica
Volume50
Issue number3
Number of pages8
ISSN0037-5330
DOIs
Publication statusPublished - 19 Apr 2016
MoE publication typeA1 Journal article-refereed

Fields of Science

  • 4112 Forestry
  • wood products
  • network-based business models
  • competitive advantage

Cite this

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title = "Strategic business networks in the Finnish wood products industry: a case of two small and medium-sized enterprises",
abstract = "The use of network-based business models has been brought up as a means of creating com-petitive edge in the tightening global competition. In practice, adopting network-based models has not yet become common in the wood products industry. The objective of this study is to gain better understanding of types of network-based business models using a case study of two small and medium-sized wood industry companies in Finland (for a sake of anonymity named as A and B). The network of company A is found to consist of mostly of established actors with a new-in-the-market value creation system, whereas network for company B is more stable and has an established value system aiming at growth and incremental innovations. Both networks had experienced difficulties in finding partners and lacked some strategic resources. Via this example we wish to stimulate further research interest on the sources of network-based competitive advantage in the traditional wood product industry in a need of renewal of business models.",
keywords = "4112 Forestry, wood products , network-based business models , competitive advantage",
author = "Mattila, {Osmo Pekka Antero} and K. H{\"a}m{\"a}l{\"a}inen and H{\"a}yrinen, {Liina Elli Elina} and Bergh{\"a}ll, {Sami Alvar} and L{\"a}htinen, {Katja P{\"a}ivikki} and Toppinen, {Anne Maarit Kristiina}",
year = "2016",
month = "4",
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language = "English",
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publisher = "FINNISH SOC FOREST SCIENCE-NATURAL RESOURCES INST FINLAND",
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T1 - Strategic business networks in the Finnish wood products industry: a case of two small and medium-sized enterprises

AU - Mattila, Osmo Pekka Antero

AU - Hämäläinen, K.

AU - Häyrinen, Liina Elli Elina

AU - Berghäll, Sami Alvar

AU - Lähtinen, Katja Päivikki

AU - Toppinen, Anne Maarit Kristiina

PY - 2016/4/19

Y1 - 2016/4/19

N2 - The use of network-based business models has been brought up as a means of creating com-petitive edge in the tightening global competition. In practice, adopting network-based models has not yet become common in the wood products industry. The objective of this study is to gain better understanding of types of network-based business models using a case study of two small and medium-sized wood industry companies in Finland (for a sake of anonymity named as A and B). The network of company A is found to consist of mostly of established actors with a new-in-the-market value creation system, whereas network for company B is more stable and has an established value system aiming at growth and incremental innovations. Both networks had experienced difficulties in finding partners and lacked some strategic resources. Via this example we wish to stimulate further research interest on the sources of network-based competitive advantage in the traditional wood product industry in a need of renewal of business models.

AB - The use of network-based business models has been brought up as a means of creating com-petitive edge in the tightening global competition. In practice, adopting network-based models has not yet become common in the wood products industry. The objective of this study is to gain better understanding of types of network-based business models using a case study of two small and medium-sized wood industry companies in Finland (for a sake of anonymity named as A and B). The network of company A is found to consist of mostly of established actors with a new-in-the-market value creation system, whereas network for company B is more stable and has an established value system aiming at growth and incremental innovations. Both networks had experienced difficulties in finding partners and lacked some strategic resources. Via this example we wish to stimulate further research interest on the sources of network-based competitive advantage in the traditional wood product industry in a need of renewal of business models.

KW - 4112 Forestry

KW - wood products

KW - network-based business models

KW - competitive advantage

U2 - 10.14214/sf.1544

DO - 10.14214/sf.1544

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VL - 50

JO - Silva Fennica

JF - Silva Fennica

SN - 0037-5330

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