Abstract
In this chapter, we discuss how firms should question their assumptions regarding their network partners and position, how traditional views on strategy, or “what to do next?” are often complicated by the unpredictability, dynamism, and urgency of threats perceived in the business environment, and how the mindsets of the firm and its partners may differ in approaching this question. We then propose a practical tool for identifying stakeholders and positioning a firm within the greater ecosystem of organizations among which it operates based on the different rationalities of the actors involved. Users of this tool can better understand what enables or constrains the co-creation of network-level strategies and improve the drive and direction of the industrial networks they belong to.
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Majdenic, D., Van Mumford, J., Wirén, M., Zettinig, P. (2017). Stakeholder Identification, Salience, and Strategic Mindset Analysis. In: Vesalainen, J., Valkokari, K., Hellström, M. (eds) Practices for Network Management . Palgrave Macmillan, Cham. https://doi.org/10.1007/978-3-319-49649-8_3
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DOI: https://doi.org/10.1007/978-3-319-49649-8_3
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Publisher Name: Palgrave Macmillan, Cham
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Online ISBN: 978-3-319-49649-8
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