＂A Raft in the Stormy Sea＂： New Roles, New ＂Dresses＂ Operating in ＆ for Business Networks

This paper aims to discuss the development and functioning conditions of business networks. After recalling the main characteristics of post-fordistic environment and comparing it to a ＂stormy sea＂ （section one） of the paper focuses on the idea of networks described as ＂rafts＂ useful to firms to build their own competitive advantages. In fact, while theoretical knowledge is not so valuable because everybody can have it, practical and contextual knowledge is specific and therefore it can be defended. The development of a contextual knowledge is feasible if the firm chooses among all the possible alternatives. Subsequently in section two, it shows how fordistic principles eliminate space, reduce time, and increase the speed of communication among individuals and as entering a network has become a necessity as it allows a firm to obtain competitive advantages. The greatest benefit is the chance to share the task of creating new knowledge among different members. In section three it is discussed if navigation in the post-fordistic stormy sea could take advantage from the existence of a more certain regulation. It is necessary to underline that positive law is not a post-fordistic tool. There is no satisfactory detailed law regarding ideas, knowledge, and know-how, by now. Therefore, it is not possible to rely on a specific regulation framework to protect knowledge found on the network. In conclusion in section four, the work discusses how single organizations need to reach the ＂raft＂--which is the network--through the idea of sharing learning and distinguishing elements necessary to survive in the stormy sea post-Fordism environment. Lastly, section five would be analyzed a public institution--Milan Chamber of Commerce--which has ＂changed its dress＂ to more effectively perform its support role to firms.

Managing and Measuring Business Networks in Russia

The research topic of this article ＂Managing and measuring business networks in Russia＂ has been under consideration in three successive research projects oriented to Russian business to business （B2B） networks. The projects have been accomplished by HAMK, VTT Technical Research Centre of Finland, and Tampere University of Technology （TUT）. Russian experts from The Higher School of Economics in Moscow and the Graduate School of Management in St. Petersburg were involved in these projects. We asked how managing and measuring B2B networks should be developed, when a company becomes established to Russian market. Both qualitative and quantitative analytical methods were used. Results concerning performance measurement presented in this article are based on data which was collected using survey and a questionnaire. Methodical triangulation was carried out as both research instruments produced 17 full answers for questions concerning performance measurement. Wider results are based on about 200 face-to-face interviews and answers for questionnaires. Results indicate that in Russia the management and leadership models as well as the company performance measurement should be adjusted to Russian traditions. Networked companies have difficulties in applying matrix type organizations in Russia, as management practices are based traditionally on authoritarian leadership. However, clear and specific targets should be set for projects and strategic business areas. Targets and bonuses should be agreed on with managers and staff throughout the company and the business network. Personal networks, within project stake- holders, have more emphasis in Russia than in Finland, because personal relations to authorities＇, and organizations are needed at every stage of the project. Therefore, managing SMEs working in B2B networks is challenging in Russia. In this article, a method for setting and implementing strategic targets for a business networked company is presented. Understanding networked performance measurement indicators will enable successful business for all networked partners in the long tenn.

New International Partner Network Launched to Further Sino-US Business Relations

"The network will foster newrelationship between US andChinese small and medium-size companies in 14 key busi-ness centers, generating newopportunities for US SMEs inthe China market and prosper-ity for both our great nations,"said Tim Hauser.

Economics and Management of Shipbuilding Clusters： Possibilities for Integrating Croatian Shipbuilding in the EU Shipbuilding Industry

If managed properly, the shipbuilding industry could have a high multiplication effect. This is why it is often considered as the key industry in economic development in many national economies, especially those in transition. The three major players in the global shipbuilding industry are South Korea, China and Japan. Europe is positioned forth, but its market share is decreasing rapidly. This is also the case with the Croatian shipbuilding industry. This paper aims to critique the level of adaptability of Croatian shipyards to the rapidly changing environment of global industry. It also relates the question of survival and sustainable development of Croatian shipbuilding and strategic positioning of European shipbuilders. The results of this research had shown that without clusterizing the shipbuilding industry at EU integration level, and not at national levels, Europe will soon loose the struggle for market position improvement or even maintenance to the far more organized Asian rivals. Findings regarding the Croatian shipbuilding industry indicate the absence of a viable strategy on the national level. Furthermore, the paper tries to prove that success will be based on the possibility and will of Croatian shipbuilders to form strong collaborations mad business networks with subcontractors and other institutions. This should not be limited only at national level, but should incorporate different kinds of EU shipbuilding consortiums and clusters as well as other forms of strategic alliances.

Chinese Private Direct Investment and Overseas Chinese Network in Africa

Based on extensive interviews in China and in Africa over 2 years, the present paper investigates Chinese private direct investment in Africa. Drawing on the Swedish Uppsala model, we explore two mian issues. First, do Chinese private enterprises follow the linear mode to invest in Africa？ Second, if not, how do they go out and develop their investments, and who helps them overcome the obstacles to investing in Africa？ We find that very few Chinese private enterprises follow a linear internationalization process, and most depend on the local overseas Chinese network and other networks to facilitate their entry into the host market. The reason lies in that Chinese private enterprises are still at the early stage of internationalization. Entrepreneurship is one of the most important ownership advantages of Chinese private enterprises investing in Africa.