This article examines how IKEA handles a complex network of business relationships with its suppliers and partners. This industrial network is fundamental to IKEA's strategy in terms of efficiency and development goals. From the analysis of IKEA's experiences in dealing with its industrial network, the article discusses a set of struaural components and dynamic interactions of a network strategy. The three structural components are: defining the content of relationships; forming the network structure; and evaluating goal matching with the network. The two dynamic interactions are: interacting via inter-organizational routines for efficiency goals; and interacting via joint projects for development goals. Network strategies cannot be used as shortcuts to compensate for severe weaknesses, but instead can only be pursued by firms that possess adequate competences, external organizational interfaces, and network-oriented cultures.
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