Exploring partner networks from resource-advantage perspective: A case study of an SME technology consulting company
No Thumbnail Available
URL
Journal Title
Journal ISSN
Volume Title
School of Business |
Master's thesis
Authors
Date
2024
Department
Major/Subject
Mcode
Degree programme
Strategic Management in a Changing World
Language
en
Pages
62+10
Series
Abstract
The rapid emergence of new technologies is transforming global markets and industries, offering significant opportunities for growth. Small and medium-sized enterprises (SMEs) are often at the forefront of this transformation due to their agility and adaptability. However, they frequently encounter substantial resource constraints that limit their ability to fully capitalize on new market opportunities. In high-technology sectors, like technology consulting, the significance of partner networks is increasing in improving performance of network companies. This study explores the strategic use of partner networks by SMEs through the lens of Resource-Advantage (R-A) theory, focusing on how resource integration within these networks can enhance competitive positioning in a new market. The literature review provides a comprehensive examination of R-A theory and partner networks, establishing a theoretical foundation before delving into their specific relevance for the SME technology consulting sector. Using a qualitative case study approach, this research examines Company X, an SME technology consulting firm expanding into a new market. Despite facing significant resource constraints, Company X aims to leverage its technology partner network to support its market expansion strategy. Data was collected through semi-structured interviews with key personnel from Company X and its partner companies, complemented by an analysis of Company X’s strategic documents. The findings revealed that resource scarcity is a critical barrier for SMEs in new markets. Significant opportunities were identified for company X to leverage its partner network to mitigate resource limitations, gaining access to technical expertise, local market intelligence, and enhanced credibility in the market. Key strategies for resource integration included joint customer acquisition and collaborative marketing efforts, which have significant opportunity to strengthen the value proposition for both Company X and its partners. However, the research also identified substantial challenges, such as establishing credibility in the market, navigating existing partner network dynamics, and ensuring local market involvement. In conclusion, the integration of resources within partner networks is crucial for SMEs to overcome inherent limitations and enhance their competitive position in new markets. While R-A Theory provides a valuable framework for understanding these dynamics, this study highlights the practical complexities involved. Effective resource integration requires strategic alignment, trust-building, and proactive management of partner relationships. Future research should further investigate these areas to develop actionable strategies that SMEs can employ to succeed in the competitive landscape of the technology consulting sector.Description
Thesis advisor
Galkina, TamaraKeywords
partner networks, resource-advantage theory, resource integration, SME, technology consulting