How companies strategise deliberately in networks using strategic initiatives

In this paper we contend that there is little idiographic empirical research that considers the issue of deliberate networking action in full-faced network contexts. We address the issue through the use of strategic initiatives as a form of deliberate networking action. IMP research argues the ability of an organisation to manage in a network context that involves the pull of the network and the action of the individual organisation (Håkansson & Ford 2002; Möller & Halinen 1999; Möller & Svahn 2003; Ritter, Wilkinson & Johnston, 2004; Zolkiewski 2007). Yet the paradox logic reminds us that a firm still needs to act, to try and control and influence, to suggest ideas and initiatives, to set limits and to seek opportunities. Strategic initiatives allow for conscious strategising at the same time as ongoing adaptations in activities and resources occur. Based on two complementary case studies we suggest five approaches for deliberate strategising in full-faced network contexts. These are i) strategising based on network pictures in the absence of direct interaction, ii) strategising in the presence of a network audience, iii) strategising among deliberate equals, iv) strategising among imaginative equals, and v) strategising as open and absorptive bystander. The five approaches can be used separately or in combination.