Management and performance of strategic multipartner SME networks

This article extends previous theory on the management of strategic multipartner SME networks by investigating how different actors manage the development process of such networks and how different management approaches in terms of actors' roles and their involvement affect network performance. Results emerging from a qualitative analysis based on four case studies in different industries (i.e. machinery for the Ho.Re.Ca., automotive, shoe and construction) show that there is a single network manager who takes on the management of multipartner network, being either internal (e.g., entrepreneur) or external (e.g., representative of a third party) to the network. A heavyweight network manager, characterized by a high level of involvement in the organizational and managerial activities, is fundamental for goal achievement, while an internal network manager contributes to partners' willingness to continue with the network. Building upon the limited literature on the management of strategic multipartner SME networks, this article introduces the concepts of heavyweight vs. lightweight and internal vs. external network manager and their association with goal achievement and partners' willingness of continuation. The paper provides a series of practical guidelines for managers. In particular, SME entrepreneurs and managers may profit from specific indications regarding how different activities need to be managed throughout the development process of strategic multipartner networks, as well as how their role in this process may influence network performance.