Deliberately Changed Boundaries As A Means For Analyzing Business Decisions
This paper takes industrial network theory as its starting point. It argues that when dealing with business decisions, managers often need to deliberately change their analytical boundaries of the system they are viewing in order to improve the way that activities are structured and resource collections are set up and developed. IMP theory is ambivalent in dealing with this challenge. On one side, IMP theory is naturally more interested in relationships between companies, and as such not very interested in boundaries; changing or not. On the other hand, IMP theory with its battery of theoretical concepts regarding activities, resources, relationships and networks is well placed to deal with such a discussion.