Network Behaviour

In a discontinuous world, innovation is the key to define firm's strategy and value generation overtaking traditional static conceptions based on (1) positioning the firm in but ignoring the firm and (2) the idea to isolate firm from environment as major assumption of resource-based view of the firm. Firms adapt to environment managing changing relationships, reconfigurable teams and knowledge. New ways of differentiation come from active firms dancing with active environments understood as dense sets of embedded business relationships with intense knowledge exchanges between firms. Firms may also strategically change by re-inventing business models to adapt with agility. In order to explore this approach, the paper will be based on a case analysis developed on the IBM Barcelona Lab, a reference for innovation in IBM's Banking solutions worldwide. From this perspective, I will explore the concept of Network Behaviour in two levels of analysis: organizational and managerial. First delineating a set of organizational functions as interaction between organization and environment, as dynamic capabilities. Second, exploring leadership and managerial capabilities to assure direction setting, organizational self renewal and adaptive behaviour of the network.