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This paper investigates the role of trust and control in networks of small and medium-sized enterprises (SMEs), with a focus on both their direct and interaction effects on value creation. To delve into the interplay between trust and control, we unpack control mechanisms into three different forms: output, process, and social control. Our hypotheses are tested on a sample of 58 Italian SME networks based on formal agreements. Results show that the competitiveness and sustainability of inter-firm networks require trust-based relationships among entrepreneurs. Additionally, the adoption of output control mechanisms reinforces the positive link between trust and value creation, whereas a substitution effect exists between trust and process control and, with limited significance, between trust and social control.
Fabio Antoldi; Daniele Cerrato. Trust, Control, and Value Creation in Strategic Networks of SMEs. Sustainability 2020, 12, 1873 .
AMA StyleFabio Antoldi, Daniele Cerrato. Trust, Control, and Value Creation in Strategic Networks of SMEs. Sustainability. 2020; 12 (5):1873.
Chicago/Turabian StyleFabio Antoldi; Daniele Cerrato. 2020. "Trust, Control, and Value Creation in Strategic Networks of SMEs." Sustainability 12, no. 5: 1873.
Purpose This paper aims to discuss the importance of reconsidering the business model in the organizations, to ensure success over time. The paper lies on the analysis and development of the strategies of ten “Società” Canottieri’ – multi-sports clubs in Northern Italy. Design/methodology/approach The strategies of these clubs have been studied via detailed interviews, as well as data and document analysis. Subsequently, two workshops with the management of the clubs were carried out, to collect evidence of the challenges to their sustainability and to identify possible strategies to overcome these challenges. Findings Drawing on Osterwalder’s Business Model Canvas framework and Demil et Lecocq’s approach to business model (a Penrosian approach about the on-going dimension of change as a permanent state of organization), the paper describes how recently emerging issues (external and internal changes) have challenged the traditional business model of these clubs. Finally, authors identify specific actions necessary to (re)create a new value proposition and to modify the sports clubs’ organization in the future, to assure sustainability and success. Originality/value Currently, business model analysis within contexts of (apparent) no economic value creation still remains a relatively unexplored field. The paper describes an effective methodology to implement the business model analysis into a group of independent non-profit organizations. To implement this analysis, the authors adopted the model of Business Model Canvas, but using a transformational and dynamic approach.
Fabio Antoldi; Elisa Capelletti; Chiara Capelli. Reconsidering the multi-sports club business model: designing effective new strategies in the face of environmental changes. Measuring Business Excellence 2016, 20, 10 -27.
AMA StyleFabio Antoldi, Elisa Capelletti, Chiara Capelli. Reconsidering the multi-sports club business model: designing effective new strategies in the face of environmental changes. Measuring Business Excellence. 2016; 20 (4):10-27.
Chicago/Turabian StyleFabio Antoldi; Elisa Capelletti; Chiara Capelli. 2016. "Reconsidering the multi-sports club business model: designing effective new strategies in the face of environmental changes." Measuring Business Excellence 20, no. 4: 10-27.
The paper describes how the role of network facilitator played by a third party institution may substantially contribute to the development of trust among SMEs involved in a strategic alliance. In our work, empirical evidence is presented by a longitudinal analysis of a case history. The case study focuses on eight international-oriented SMEs located in an industrial district in Northern Italy that built up a formal network called ‘I-Style Partners’. Two rounds of in-depth interviews were carried out with firm leaders and facilitator's managers involved in the strategic alliance over a three-year period. This paper contribute to theory generation suggesting a three-stage process model in which a network facilitator may enhance interorganizational trust by constituting in turn a substitute of alliance members’ perceptions of ability, integrity and benevolence.
Benedetto Cannatelli; Fabio Antoldi. The Role of Network Facilitators in Fostering Trust within Strategic Alliances: A Longitudinal Case Study. Journal of Small Business & Entrepreneurship 2012, 25, 19 -33.
AMA StyleBenedetto Cannatelli, Fabio Antoldi. The Role of Network Facilitators in Fostering Trust within Strategic Alliances: A Longitudinal Case Study. Journal of Small Business & Entrepreneurship. 2012; 25 (1):19-33.
Chicago/Turabian StyleBenedetto Cannatelli; Fabio Antoldi. 2012. "The Role of Network Facilitators in Fostering Trust within Strategic Alliances: A Longitudinal Case Study." Journal of Small Business & Entrepreneurship 25, no. 1: 19-33.
A specific approach is necessary in order to understand the management issues of export consortia as they possess particular characteristics which differentiate them from other types of network. Building on the nine case studies presented in Chapter 4, we develop a framework for analyzing the management of export consortia. We also describe certain strategic management tools that are able to assist consortium executives in formulating and implementing effective strategies as well as monitoring performance. Our framework focuses on six activities related to the setting-up and management of export consortia: managing the strategic alignment of member firms; formulating consortium strategy; designing the organizational structure; leveraging on strategic resources and competences; enforcing corporate governance and leadership; measuring consortium performance.
Fabio Antoldi; Daniele Cerrato; Donatella Depperu. The Management of Export Consortia: A Pragmatic Approach. Export Consortia in Developing Countries 2011, 79 -118.
AMA StyleFabio Antoldi, Daniele Cerrato, Donatella Depperu. The Management of Export Consortia: A Pragmatic Approach. Export Consortia in Developing Countries. 2011; ():79-118.
Chicago/Turabian StyleFabio Antoldi; Daniele Cerrato; Donatella Depperu. 2011. "The Management of Export Consortia: A Pragmatic Approach." Export Consortia in Developing Countries , no. : 79-118.
In this chapter we present the empirical evidence which forms the basis of this book. Our analysis covers nine export consortia supported by the United Nations Industrial Development Organization (UNIDO) in developing countries between 2004 and 2007: four in Peru, three in Morocco, and one each in Tunisia and Uruguay. After detailing the objectives and methodology of the empirical investigation, we present a concise version of the nine case histories compiled during the research in order to describe the main features of each of the export consortia analyzed: origins, membership, strategies and goals, governance structures, organization and management systems, and target markets.
Fabio Antoldi; Daniele Cerrato; Donatella Depperu. Empirical Analysis of Nine Export Consortia of SMEs in Morocco, Tunisia, Peru and Uruguay. Export Consortia in Developing Countries 2011, 59 -77.
AMA StyleFabio Antoldi, Daniele Cerrato, Donatella Depperu. Empirical Analysis of Nine Export Consortia of SMEs in Morocco, Tunisia, Peru and Uruguay. Export Consortia in Developing Countries. 2011; ():59-77.
Chicago/Turabian StyleFabio Antoldi; Daniele Cerrato; Donatella Depperu. 2011. "Empirical Analysis of Nine Export Consortia of SMEs in Morocco, Tunisia, Peru and Uruguay." Export Consortia in Developing Countries , no. : 59-77.
The international activities of small firms are constrained by several barriers, including limited resources and capabilities to invest in exploiting growth opportunities abroad. This is particularly true of Small and Medium-sized Enterprises (SMEs) in developing countries, which are characterized by fewer managerial resources, experience and support services compared to their counterparts in developed countries.
Fabio Antoldi; Daniele Cerrato; Donatella Depperu. Internationalization of Small and Medium-Sized Enterprises. Export Consortia in Developing Countries 2011, 1 -22.
AMA StyleFabio Antoldi, Daniele Cerrato, Donatella Depperu. Internationalization of Small and Medium-Sized Enterprises. Export Consortia in Developing Countries. 2011; ():1-22.
Chicago/Turabian StyleFabio Antoldi; Daniele Cerrato; Donatella Depperu. 2011. "Internationalization of Small and Medium-Sized Enterprises." Export Consortia in Developing Countries , no. : 1-22.
Network-based research shows that the internationalization process of firms is largely driven by network relationships. Joining a network can be even more important for SMEs, as they face a variety of internal constraints due mainly to the lack of financial and managerial resources. In this chapter we introduce the main concepts related to interfirm networks and focus on the strategic issues involved in building a network of SMEs. After defining strategic networks and presenting the different types, we analyze how a network may become an additional source of competitive advantage for the small firms entering into it. We then discuss to what extent trust among entrepreneurs is able to consolidate and ensure the continuity of the network. Finally, we analyze the crucial role that third parties, acting as ‘network facilitators’, may play in promoting and strengthening relationships among entrepreneurs.
Fabio Antoldi; Daniele Cerrato; Donatella Depperu. Strategic Networks, Trust and the Competitive Advantage of SMEs. Export Consortia in Developing Countries 2011, 23 -43.
AMA StyleFabio Antoldi, Daniele Cerrato, Donatella Depperu. Strategic Networks, Trust and the Competitive Advantage of SMEs. Export Consortia in Developing Countries. 2011; ():23-43.
Chicago/Turabian StyleFabio Antoldi; Daniele Cerrato; Donatella Depperu. 2011. "Strategic Networks, Trust and the Competitive Advantage of SMEs." Export Consortia in Developing Countries , no. : 23-43.
In this book we have shed light on the role of export consortia and the key factors affecting successful cooperation among SMEs. The empirical analysis of nine export consortia promoted by UNIDO in Morocco, Tunisia, Peru and Uruguay between 2004 and 2007 shows that export consortia can be effective vehicles in assisting SMEs to overcome major barriers to international expansion. Although the consortia covered by our analysis are still in the initial stages of their life-cycle, empirical evidence confirms that they can play an important role in fostering the success of SMEs in developing countries and, as a result, the international competitiveness of these countries.
Fabio Antoldi; Daniele Cerrato; Donatella Depperu. Conclusions. Export Consortia in Developing Countries 2011, 119 -123.
AMA StyleFabio Antoldi, Daniele Cerrato, Donatella Depperu. Conclusions. Export Consortia in Developing Countries. 2011; ():119-123.
Chicago/Turabian StyleFabio Antoldi; Daniele Cerrato; Donatella Depperu. 2011. "Conclusions." Export Consortia in Developing Countries , no. : 119-123.
Export consortia are a particular form of inter-firm network dedicated to fostering the internationalization of SMEs. Forming horizontal ties with other domestic partners may enable small firms to solve a variety of export problems including organizational and financial issues, an inadequate or incomplete value proposition, and a lack of information about foreign markets. Export consortia can be classified on the basis of various factors, such as scope, objectives, sectors, types of relationship between partners, location of partners, size and number of partners In this chapter, we present different types of export consortia, describing their features as well as highlighting their advantages and disadvantages compared to other kinds of network. From a dynamic perspective, the possible life-cycle of a consortium is also described. Data on the diffusion of export consortia are also presented, as well as a description of the UNIDO programme to assist developing countries and transition economies in establishing export consortia.
Fabio Antoldi; Daniele Cerrato; Donatella Depperu. Export Consortia: Types and Characteristics. Export Consortia in Developing Countries 2011, 45 -58.
AMA StyleFabio Antoldi, Daniele Cerrato, Donatella Depperu. Export Consortia: Types and Characteristics. Export Consortia in Developing Countries. 2011; ():45-58.
Chicago/Turabian StyleFabio Antoldi; Daniele Cerrato; Donatella Depperu. 2011. "Export Consortia: Types and Characteristics." Export Consortia in Developing Countries , no. : 45-58.