The role of focal suppliers in strategic networks for internationalisation

Abstract

PurposeThe purpose of this research paper is to examine the role of focal suppliers in strategic networks for internationalisation from the perspectives of small and medium‐sized Italian and Thai silk suppliers.Design/methodology/approachMultiple case studies of small and medium‐sized suppliers within the silk industries of Italy and Thailand were undertaken. In total, seventeen interviews and three observations were conducted with directors or managers of silk suppliers and a range of government agencies, associations and institutes involved with the silk industry, to identify significant current issues within the sector. Conceptually clustered and role ordered matrices were used as coding frameworks to reduce, structure and analyse the data.FindingsSilk suppliers' networks may be co‐ordinated by a focal supplier that assumes the role of strategic leader. The involvement of a focal and strategically‐focused supplier may strengthen and integrate the resources and capabilities of silk suppliers in their networks and enable them to improve their international network development and positioning.Research limitations/implicationsFurther investigation is needed on the details of specific roles of focal suppliers in strategic networks.Practical implicationsSilk suppliers, their customers and government agencies involved with silk suppliers should: advocate and actively support the development of focal suppliers in their networks to enhance the effectiveness of their internationalisation process and strategy.Originality/valueThere tends to be a consensus in the literature about the influence of focal customers and larger organisations in strategic networks. This study highlights how small and medium‐sized silk suppliers adopt the roles attributed to focal firms and gain positioning advantages for themselves and other suppliers in their network.