Networks in art

Annukka Jyrämä ja Katri Nykänen

Annukka Jyrämä

Discussion

1. What is a network?

2. What isn’t a network?

3. How arts and networks

belong together

Why networks, different perspectives Society Company Organization Management Personnel Customer

Katri Nykänen

Why networks?

Synergy Knowledge Innovation Resources Complexity of service production New types of services Peer support Reputation

Katri Nykänen

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Katri Nykänen

Annukka Jyrämä

Actors

Resources Activities

Actors own and control resources

Actors perform activities

The activities shape the resources and join them together

(Håkansson 1987)

NETWORK

Public sector networks Policy networks

In the legislation level networks exist since the laws are seen as a joint effort and not only the test of public government.

Policy networks exist, because the actors communicate and share resources on continuous basis

Policy networks include actors from private and third sector in addtion to the public actors (Rhodes 1981; Rathemayer and Hatmaker 2008)

The actors include public offices, companies and non profit organizations

The actors from private and third sector are motivated to participate in the policy networks because the laws and policies will effect them

Usually these networks concentrate in one field, for example heath care, energy, environment

Public sector networks Collaboration level In this level the networks concentrate on implementing through service

production what the policy networks have The service requirements and the production of services are so complex

that new ways of producing services are required The management of new services has offered two new ways to meet the

complexity of the service production is the public sector: Some public services have been privatized Collaboration networks are a new ways to organize and produce

services Collaboration networks include actors from public, private and third sector The collaboration networks enable the production of those services that

one single actors can’t produce alone due to the high price of service production and the minimizing resources of public sector (Rathemayer and Hatmaker 2008; Agranoff and McGuire 2001; Mandell 2001)

Framework for value networks, K. Möller et al.

Annukka Jyrämä Aalto University School of Business 10

Established value system, incremental improvements

Emerging value system,radical changes

Stable, well-definedvalues system

Note: Large corporations can be hubs and participants in all kinds of nets

Hospitals

Communal home help services

Caring TV concepts‘Telecare’

Elderly careresearch networks

Service houses

Communal health centers

E-HealthServices

= Describes ideal types of the values systems and their overlapping characteristics

New service offerings

New medicalaid devices

‘Smart homes’

Private medical

center chains

ICT supportsystems

Tele- and mobile diagnostics

New wellbeing center

concepts

Current Value-production Nets Renewal Nets Emerging Value-production Nets

Low level of determinationHigh level of determination

Current value-production nets Museums Theatres Traditional festivals: Not all festivals are well-

established; need network for administrative reasons; need resources

Cinema Ballett Summer Theatres: Usually work together with

schools/universities; collaborate with tourism etc.

Annukka Jyrämä

What could be the examples in arts?

Emerging Value-production NetsRenewal Nets

High level of determination Low level of determination

Stable, well-definedvalues system

Established value system, incremental improvements

Emerging value system,radical changes

Current Value-production Nets

What is needed to succesfully maintain a netwotk

1. Structures Supporting collaboration between organizations Shared premices Shared resources Shared processes

2. Culture Creating a shared goal in customer level Taking responcibility Sharing knowledge

3. Practices Shared meetings Social happening over organizational borders Tiedotteet

4. Tools Discussion methods Shared measures Computer systems and programs that support collaboration

Grandori and Soda 1995

Katri Nykänen

THE NETWORK COMPETENCE OF CRAFT ENTREPRENEURS

Anne Äyväri, Laurea

Annukka Jyrämä, HSE

Two approaches to networks

The entrepreneurial networks approach (e.g. Aldrich and Zimmer, 1986; Johannisson,

1988; Johannisson, Ramirez-Pasillas and Karlsson, 2002; Larson and Starr, 1993)

The industrial networks or IMP approach (e.g. Axelsson and Easton, 1992, Håkansson and

Snehota, 1995).

Aim of the study

To deepen the understanding of capabilities needed to establish and maintain business relationships and nets

On network competence

Comprising of skills, abilities, orientations, tasks, functions, human resources, and organisation structures and systems.

Manifested in reported actions, in carrying out different kinds of activities when establishing relationships and maintaining nets

…network competence

Annukka Jyrämä

Competence Reference

Cooperation-orientation Spekman et al., 2000

An alliance mind-set Möller and Törrönen, 2003; Niemelä, 2003

Visioning capability Hill and McGowan, 1996; Möller and Halinen, 1999; Spekman et al., 2000: 83; Äyväri, 2002; Möller and Svahn, 2003; Möller, Rajala and Svahn, 2004

An ability to identify potential partners

Ritter, 1999; Ritter et al., 2002

Social skills Ritter, 1999; Walter, 1999; Baron and Markman, 2000, 2003; Spekman et al., 2000, Äyväri, 2002 Jarratt, 2004

Learning capability Lorenzoni and Lipparini, 1999; Johnson and Sohi, 2003; Niemelä, 2003; Jarratt, 2004

Coordination capability Lorenzoni and Lipparini, 1999; Ritter, 1999; Walter, 1999; Ritter et al., 2002; Äyväri, 2002.

Research Design

a multiple case study: 14 cases of owner-run micro-sized crafts firms, entrepreneurs

various types of firms: at different stages of the company life cycle, differing customers

(foreign/local, consumers/companies) and with different channel choices. similar: their business models included the idea of collaboration with

other actors in manifold ways. a variety of crafts and design fields: textile and fashion design and

production, silver- and goldsmiths, furniture design and production, carpentry, ceramics and stained-glass design.

data theme interviews with the entrepreneurs articles and other information about the companies and the

entrepreneurs, and the actors in their focal nets (web search) six expert interviews

The lead author of this paper had some prior knowledge of the field

Analysis

abductive reasoning case-by-case

1. Creating and seizing business opportunities, choice of partners and establishing relationships, maintaining relationships, coordinating operations between multiple partners, and ending relationships.

2. interpretation of the capabilities needed to perform those activities was based on the clues given by the data of the case, the theories of industrial networks and entrepreneurial networks, previous conceptualisations of relational and network competence, and the characteristics of craft knowledge and craft entrepreneurship

Confidence in networks as a system

Visioning capability

Contact-seeking capability

Ability to identify the needs of one’s own

firm, and inform other actors about

those needsAbility to utilise one’s own and

partners’ contacts in order to identify potential new

partners

The network competence of craft entrepreneurs: capabilities needed in establishing relationships.

The network competence of craft entrepreneurs: capabilities needed in maintaining relations and networks.

Social skills, social

flexibility

Customer-oriented product modification

and tailoring capability

Ability to manage time: reserving enough time to

nurture relationships

Coordination capability

Ability to take partner’s interests into consideration

Ability to share one’s own

knowledge, and accept and utilise

other actors’ knowledge

Conclusions

Capabilities needed in establishing relationships

Capabilities needed in maintaining relationships and nets

Confidence in networks as a system Visioning capability Ability to identify the needs of one’s

own firm, and inform other actors about those needs

Contact-seeking capability Ability to utilise one’s own and

present partners’ contacts to identify potential new partners

Ability to take partner’s interests into consideration

Social skills, social flexibility Ability to share knowledge, and

accept and utilise other actors’ knowledge

Customer-oriented product modification and tailoring capability

Ability to manage time: reserving enough time to nurture relationships

Coordination capability

1. Field assignment DESIGN SHOPS On 8th August, after the lectures, you are to

visit 2 design shops. The assignment is done in pairs The field assignment will introduce you to the

concept of brands and customer segments

Annukka Jyrämä

1. Field assignment DESIGN SHOPS The field assignment should proceed in the

following way Look and observe

What type of products What quality Profile of potential customers The space and surroundings

Reflect the shops image and design from the perspective of a tourist/visitor (yourself)

Compare the two design shops and their image and design

Annukka Jyrämä

1. Field assignment DESIGN SHOPS You should write a small report of 4-5 pages

of your visit You are encouraged to use pictures, video

and other methods and paterial as a part of your report

The report is due Thursday 14th August Email to annukka.jyrama@aalto.fi To find design shops look for example

www.designdistrict.fi

Annukka Jyrämä