Purpose:
to synthesis academic theory and empirical accounts, and explain these in terms that can be understood by everyday networking activities in small firms.

Two Main Ideas:
1. Exploring what type of relationship constitutes a �strategic alliance,� how does this contrast with a �market� relationship
2. Exploring alliances/partnerships and networks, and the interchange and layering of social-economic strategic exchange processes.

Social Constructivist Approach to Small Business Networking:
-networks are not assets that one can capture
-networks are best seen as �enacted� through a personal process phenomenon
-networks change and adapt to an ever changing environment
-enactment of networks serves to bracket and construct portions of enterprises therefore providing a little more stability to a �risky� action

Methodological Positioning
-positivist think is being replaced with �social context - social network� milieus thinking
-ethnography is a way to:
-deal with day to day situations
-through encoding, translating and interpreting behaviours.
-largely and act of sense
-making, translation from one context to another

Research Methods:
(conducted face to face interviews with four managers) Purpose of interview is to capture style, nuances and subtleties involved in the process.

The Anticipation Role of Theory
Distinction between characteristics and kinds of alliances and networks are explained as value chain alliances, cross border horizontal alliances, quasivertical hub networks and symmetrical networks

Setting the Company Context...
a) developing partnership linkages
b) evolution
c) widening networks
d) dissolution
e) strategic exchange/layering
f) ideas for innovation
i) personal/social dimensions
j) managing the network
k) internal adaptations
l) formality
m) strategic networking

Building Bridges Between Academic & Managerial Theories About Networking
-key firms may play a role in sectoral networks, with fringe participants
-strategically combined effort/roles of all partners must add up to a value chain that can produce a more competitive end result.
-a sense of value which is more than economic is attached to a network relationship
-such relationships take time to build, they can�t be forced

Networks may be established to access resources, initiate the creation of new innovations, improving commitment of resources, loyalty of distributors etc.

Strategic dimension is added to emphasis the importance of using the activity to for the development of business relations to enhance international competitiveness. This help make use of core competencies and �complimentary assets� of other enterprises.

Network Language and Metaphor Network
linkages are more symmetrical, reflecting mutual interdependence, co-operation and consultation. Language to describe interfirm relationships from a network perspective is �symmetry�, �complementary� and �consensus�, reflecting the mutual interdependence of firms. Emerging network structure is more �cobweb-like� and the processes are involved in developing the networks/partnerships are more socially-constructed. People/managers/entrepreneurs utilise their personal or business contact to achieve personal and organisational aims and ambitions. The �strategic intent� is to achieve budgets, new customers, new export markets etc.

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