This article analyzes how IKEA manages a complicated network of business relationships with its suppliers and partners. This industrial network is fundamental to the strategy when it comes to development and efficacy aims of IKEA. From the evaluation of IKEA's experiences in dealing with its industrial network, the post discusses a set of structural components and dynamic interactions of a network strategy. The three structural components appraising aim matching with the network; and are: defining the content of connections; forming the network arrangement.
Both dynamic interactions are: interacting via inter-organizational routines for efficacy targets; and interacting via joint projects for development targets. Network strategies cannot be used as shortcuts to compensate for acute weaknesses, but rather can only be pursued by businesses that possess adequate competences, outside organizational interfaces, and network-oriented cultures.
Strategy in Industrial Networks Experiences from IKEA case study solution
PUBLICATION DATE: August 01, 2008 PRODUCT #: CMR405-HCB-ENG
This is just an excerpt. This case is about LEADERSHIP & MANAGING PEOPLE
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