The structural, social, and strategic factors associated with successful business networks

Abstract

Business networks, formal arrangements between independent businesses established to enhance member success, are generally accepted as an important strategy to help small businesses survive and prosper, and to promote regional economic development. However, knowledge about what contributes to the success of business networks themselves is less extensive and based primarily on case studies or reports of network directors. The purpose of this paper is to partially address this shortcoming. We consider the structural and social features identified in previous studies as likely correlates of business network success. Using a social constructionist definition of network success, we distinguish successful from less successful networks from among a sample of 29 industry and community business networks in the USA. Findings from interviews with 1122 members and 29 network leaders suggest that trust is central to understanding network success. Structural features have complex positive and negative indirect effects on success through trust and resource exchanges. The findings highlight the fact that business networks, while offering great potential as a way to enhance economic vitality of regions and industries, cannot be viewed as a simple remedy.