- مبلغ: ۸۶,۰۰۰ تومان
- مبلغ: ۹۱,۰۰۰ تومان
This paper presents a case study of the Hungarian company Videoton from its origin in 1938 to the present day. The aim of this paper is to describe how the company coped with changes in its business context, while the relevant network of Videoton changed significantly, and what factors enabled these changes in the network position. The analysis runs along three dimensions: changes in the key customer relationships, in the product and process technology. It describes the outcome of strategizing (Gadde et al. 2003) as influencing the network position through building up and maintaining business relationships and the company’s competences and resources. The analysis takes place through the five periods in the Videoton story: (1) The foundation of Videoton; (2) Videoton in the Centrally Planned Economy ; (3) Videoton in the Decentralized-Planned Economy ; (4) The collapse of Videoton; and, (5) Phoenix Videoton, which are introduced through a case description. We investigate how the company mobilizes different types of resources according to the 4 R model in each period (Håkansson and Waluszewski, 2002 in Håkansson et al, 2009). The paper shows that strategizing is based on the company’s resources and capabilities which create value only if they are connected to the resources and activities of other companies through different types of interactions. Analysis of the case demonstrates that the focal point of strategizing is building network position and the ability to develop business relationships. In our Videoton case the outcome of strategizing shows that this process is heavily built on company experiences. We also discuss “network-bridge-over capabilities” that can help a firm facing a dramatically changing business context.