Hostname: page-component-848d4c4894-tn8tq Total loading time: 0 Render date: 2024-06-28T23:30:50.810Z Has data issue: false hasContentIssue false
  • English
  • Français

The Impact of Networking on Marketing

Published online by Cambridge University Press:  18 September 2015

E. Alan Buttery  and
E.M. Buttery
E. Alan Buttery
Affiliation:
Foundation Professor of Marketing, University of Western Sydney (Hawkesbury), Blacktown Campus, Quakers Hill NSW, Tel: +61 2 9852 4143, Email: a.buttery@uws.edu.au
E.M. Buttery
Affiliation:
University of Western Sydney (Hawkesbury), Blacktown Campus, Quakers Hill NSW, Tel: +61 2 9852 4143, Email: em.buttery@uws.edu.au
Get access Rights & Permissions [Opens in a new window]

Abstract

The paper provides a typology of networks, identifies key attributes of business networking and explains how they impact on marketing. The paper demonstrates the potential advantages that accrue to organisations that combine networking with marketing skills. It also provides a framework for developing such a combination.

Type
Research Article
Information
Journal of Management & Organization , Volume 4 , Issue 2 , March 1998 , pp. 27 - 36
Copyright
Copyright © Cambridge University Press and Australian and New Zealand Academy of Management 1998

Access options

Get access to the full version of this content by using one of the access options below. (Log in options will check for institutional or personal access. Content may require purchase if you do not have access.)

References

Anderson, E (1990) ‘Two Firms: One Frontier: On Assessing Joint Venture Performance’ Sloan Management Review Winter pp 19–30.Google Scholar
Barney, J (1991) ‘Firm Resources and Sustained Competitive Advantage’ Journal of Marketing Vol 17 No 1 pp 99–120.Google Scholar
Borys, B and Jemison, D (1989) ‘Hybrid Arrangements as Strategic Alliances’ Academy of Management Review Vol 14 No 2 pp 234–249.CrossRefGoogle Scholar
Buttery, EA (1992) The Potential for Networking of Small Firms in Queensland, Report for DBIRD, Queensland.Google Scholar
Buttery, E and Buttery, A (1994) Business Networks: Reaching new Markets with Low Cost Strategies Longman, Australia.Google Scholar
Buttery, E and Buttery, A (1995) Dynamics of the Networking Situation, Report for Aus-Industry, Canberra.Google Scholar
Buttery, E and Buttery, A (1995) Developments in the Theory of Business Networks, Aus-Industry 10, pp 60–67.Google Scholar
Christopher, M (1994) ‘Logistics and Customer Relationships’ Asia-Australia Marketing Journal, Vol 2 No 108.CrossRefGoogle Scholar
Cohen, and Levinthal, (1984) ‘Absorptive Capacity’ Research Policy, Vol 13 pp 343–373.Google Scholar
Cooper, R and Kleinschmidt, E (1990) New Products: The Key Factors in Success Chicago: American Marketing Association.Google Scholar
Cyert, R and March, J (1963) A Behavioural Theory of the Firm Englewoods Cliffs: Prentice Hall.Google Scholar
Dierckx, I and Cool, K (1989) ‘Asset Stock Accumulation and Sustainability of Competitive Advantage’ Management Science 12 pp 1503–1514.Google Scholar
Drake, R (1986) ‘Innovative Structures for Managing Change’ Planning Review 11 pp 18–22.CrossRefGoogle Scholar
Easton, G and Araujo, L (1986) ‘Networks, Bonding and Relationships in Industrial Markets’ Industrial Marketing and Purchasing pp 8–25.Google Scholar
Ernst, D and Bleeke, J (1993) ‘The Way to Win in Cross Border Alliances’ in Bleeke, J and Ernst, D (eds) Collaborating to Compete New York: Wiley.Google Scholar
French, R and Raven, B.(1959) ‘The Bases of Social Power’ in Cartwright, D (ed) Studies in Social Power University of Michigan Press pp 150–167.Google Scholar
Glueck, W (1976) Business Policy: Strategy Formation and Management Action New York: McGraw-Hill.Google Scholar
Hamel, G and Prahalad, C (1994) Competing for the Future Boston, Mass: Harvard Business School Press.Google Scholar
Johnston, R and Lawrence, P (1988) ‘Beyond Vertical Integration: The Rise of the Value-Adding Partnership’ Harvard Business Review 07-Aug pp 91–101.Google Scholar
Knox, S and White, H (1990) ‘Retail Buyers and their Fresh Produce Suppliers: A Power of Dependence Scenario’ European Journal of Marketing Vol 25 No 1 pp 40–52.CrossRefGoogle Scholar
Kotler, P, Ang, S, Leong, S and Tan, C (1996) Marketing Management Singapore: Prentice Hall.Google Scholar
Lanning, M and Michaels, E (1996) ‘A Business is a Value Delivery System’ in Kotler, P, Ang, S, Leong, S and Tan, C (eds) Marketing Management Singapore: Prentice Hall.Google Scholar
Lei, D and Slocum, J (1991) ‘Global Strategic Alliances: Payoffs and Pitfalls’ pp 44–62, source unknown.Google Scholar
Lele, M (1992) Creating Strategic Leverage New York: Wiley.Google Scholar
Levitt, T (1983) ‘The Globalisation of Markets’ Harvard Business Review 05–Jun pp 92–102.Google Scholar
McCammon, BC (1970) ‘Perspectives for Distribution Programming’ in Bucklin, LP (ed) Vertical Marketing Systems Glenview Ill: Scott, Foresman, pp 32–51.Google Scholar
McKenna, R (1993) Relationship Marketing Ontario: Addison Wesley.Google Scholar
Moss Kanter, R (1989) ‘Becoming PALs: Pooling, Allying and Linking Across Companies’ The Academy of Management Executives Vol 3 No 3 pp 183–193.Google Scholar
Narus, J and Anderson, J (1986) ‘Turn Your Industrial Distributors in Partners’ Harvard Business Review 03-April pp 66–71.Google Scholar
NBIA (National Business Incubator Association) (1986) Promotional Brochure, NBIA.Google Scholar
Nueno, P and Oosterveld, J (1988) ‘Managing Technology Alliances’ Long Range Planning Vol 21 No 3 pp 11–17.CrossRefGoogle Scholar
Newnham, B (1995) Hi-Tech Industries in Business Networks Business Growth, Conference Outcomes, Auslndustry, Sydney, 10 1995, pp 335–337.Google Scholar
Ohmae, K (1989) ‘The Global Logic of Strategic Alliances’ Harvard Business Review 03-April pp 143–154.Google Scholar
Perlmutter, H and Heenan, D (1988) ‘Cooperate to Compete Globally’ Harvard Business Review Vol 86 No 2 pp 136–152.Google Scholar
Peters, T (1990) ‘Get Innovative or Get Dead’ California Management Review Fall pp 9–25.Google Scholar
Porter, M (1980) Competitive Strategy: Techniques for Analysing Industries and Competitors New York: Free Press.Google Scholar
Porter, M (1985) Competitive Advantage New York: The Free Press.Google Scholar
Powell, W (1990) ‘Neither Market Nor Hierarchy: Network Form of Organisation’ Research in Organisational Behaviour Vol 12 pp 295–336.Google Scholar
Pyatt, R (1995) ‘The Domain of a Soviet-type command network’ Journal of Industrial Marketing Vol 10 No 1 pp 44–63.CrossRefGoogle Scholar
Robinson, W and Forneil, C (1985) ‘Sources of Market Pioneer Advantages In Consumer Goods Industries’ Journal of Marketing Research 08 pp 305–317.CrossRefGoogle Scholar
Tellis, G and Crawford, M (1981) ‘An Evolutionary Approach to Product Growth Theory’ Journal of Marketing Fall pp 124–134.Google Scholar
Thomson, J and McEwen, W (1958) ‘Organisational Goals and Environment: Goal Setting as an Interactive Process’ American Sociological Review Vol 23 02 1958 pp 22–31.Google Scholar
Thorelli, H (1986) ‘Networks: Between Markets and Hierarchies’ Strategic Management Journal Vol 7 pp 37–51.CrossRefGoogle Scholar
Trout, J and Ries, A (1982) Positioning: The Battle for Your Mind New York: Warner Books.Google Scholar
Wilkinson, IF and Young, LC (1994) ‘Business Dancing — The Nature and Role of Inter-firm Relationships in Business Strategy’ Asia-Australia Marketing Journal Vol 2 No 108.CrossRefGoogle Scholar