The use of network-based business models has been brought up as a means of creating competitive 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 aim-ing 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 ad-vantage in the traditional wood product industry in a need of renewal of business mod-els.
- 4112 Metsätiede