Exploring key activities in strategic network formation: the effectiveness seeking perspective

Purpose This paper aims to explore the key activities for achieving effectiveness in the strategic network (SN) formation process. Design/methodology/approach A case study design has been adopted. Semi-structured interviews with key informants have been combined with auto-ethnography analysis and secondary data analysis. The case relates to a SN activated by an Italian small and medium-sized enterprise belonging to the furniture industry. Findings Findings reveal how the formation of a SN requires a collective approach to be effective. The key activities undertaken by the core company require to be complemented by joint activities involving the active participation and commitment of SN members. Findings demonstrate that the effectiveness depends on relationships with external actors that provide key resources to enable new activities for SN members. In addition, new activities and functions have emerged for the core company, which is regarded as a transformative leader and a strategic bridge between internal members and external actors. Originality/value This study contributes to SN analysis and research on network effectiveness. Differently from previous studies, this research combines temporal and spatial perspectives for analyzing the effectiveness of SNs. In particular, the research examines the different stages of the SN formation process, in terms of temporal perspective, and the evolution of SN boundaries from a relational space perspective.