A game and network perspective on m‐business partnerships

Abstract

PurposeTo examine how partner firms, involved in provisioning m‐business applications and services, manage inter‐firm conflict and cooperation.Design/methodology/approachSynthesises network analysis and game theory to propose a conceptual model in which to examine the affect of relationship conflict and cooperation on a partnership's business processes. The model is used to examine how Japan's NTT DoCoMo successfully managed its global network of partnerships.FindingsProvides initial support for conceptual linkages between interaction and partner management and the business processes in m‐business partnerships. Suggests that the unit of analysis for studying partnerships should extend beyond the dyadic relationship to a network. The paper also finds support for the use of social control mechanisms as a means in which to safeguard a focal relationship.Research limitations/implicationsCharacterised by high levels of uncertainty, task complexity and partner diversity, m‐business is an ideal environment in which to study partnerships. Continuing research efforts in this field will serve to bring managerial focus to understanding the broader concept of how m‐business macro‐markets operate.Originality/valueThe theoretical underpinnings of this paper provide a contemporary lens in which to examine the relationship between conflict, cooperation and process development and for developing a new stream of empirical research in the field of partnerships.