Socio-technical paths and crossings in business development

In this paper an evolutionary model of business development is proposed, which links cooperationbetween organizations and their exchanges to path dependence and crossings.While the concept of path dependence restricts action to the exploitation of the existing path, theconcept of crossings emphasizes that within existing structures there are opportunities to take an otherpath. In a case study, over a period of twelve years the business development of a firm and itsevolving network relations are described. To find out if a firm can change is taken path, the conceptsof path dependence and crossings are explored along the cycle of development

How activists and target organizations collaborate in the face of emerging contingencies:setbacks and inaction: constraining or enablers of change?

In this paper, we attempt to examine the sources of agency of target organizations when engaged in collective change processes organized by activists concerned with environmental issues and sustainable development in the eastern part of the Netherlands. In combining social movement and institutional entrepreneurship literature, we examine why and how target organizations engage in collective action, change their practices, and adopt new ones in the pursuit of solving a common issue with the help of activists. We found that motivations and intentions to contribute to collective action were instrumental in the beginning of their participation. However, as the project evolves, intentions changed through a reorientation of existing practices and positions in the collective change process of target organizations. This shift was caused by inaction and other setbacks where target organizations and activists were exposed. These changes in turn, set in new practice development and organizational forms necessary to continue collective change. With these findings, we contribute to an understanding of network mobilization by showing the emergent and dynamic character of collective change and especially indicate setbacks and inaction as both constraining and necessary condition for change

How do relationships begin?

In this paper we address the issue ‘How do relationships begin?’ Based on a review of work within theIMP Approach on stage and state models of relationship evolution, we conclude that very littleattention has been paid to beginnings of relationships. We discuss why this might be so, and why theissue deserves more consideration. Based on a case study, we make a first start at discussing how wemay conceptualise and discuss relationship beginnings. Furthermore, we depict a firm’s ‘relationshipinitiation profile’ and suggest that a firm may benefit from examining its profile and the costs andbenefits associated with it. Lastly, we propose issues which may be pursued in further research.Keywords: relationship evolution, stage model, state model, beginning, relationship initiation profile