Network mobilizer

Abstract

Purpose The aim of this paper is to identify how companies mobilize other companies in their surrounding network to work within the plans they develop. Design/methodology/approach A conceptual model is developed and its applicability is illustrated by a case study involving a manufacturer‐retailer network within Europe. Findings The study identifies five different challenges that managers need to consider when attempting to mobilize other actors in their networks: developing network insight; introducing new business propositions; concluding the deal; developing the social contract; and achieving sustained mobilization. Research limitations/implications Although based on a manufacturer‐retailer network, it is believed that the proposed model has far wider managerial implications, achieved through the identification of the different challenges. Practical implications The model is explained in some depth, and its practical implications explained via the case study. Originality/value The development of a theoretical model of network mobilization based on a network view of business‐to‐business relationships.