How network pictures and interfirm routines dynamically collide
We explore the dynamic tensions between the strategic change intentions by business actors and the rigidities of routines in business networks. We capture strategic change acts using the recent advances in the literature on network pictures as way to understand the value creation logics of managers and we coin the term network picturing to describe this process. We develop a theoretical framework that links network pictures and the patterned processes of interaction in business network routines. Here, we argue that the resistance managers' meet in their change efforts is likely, even if the change efforts do not directly rival or contradict that of other actors in the exchange party in a resource-dependency sense, but may be caused simply by disrupting the existing business network. We use three case studies to illustrate and further explore the tensions between network picturing and network routines. In the final part we develop propositions on how network routines collide with network pictures.