Strategizing in business networks: The ambivalent entrepreneur

Abstract

Ambivalence is innate in the strategic choices entrepreneurs must make, yet we lack understanding of ambivalence in an entrepreneurial business network context. Drawing from the IMP research stream and the sociological theory of ambivalence, this paper addresses this gap to shed light on the role of ambivalence in strategizing (process of making strategy) network development and use. Using qualitative case studies of craft brewing entrepreneurs, we develop a theoretical framework consisting of three processes: 1) experiences of ambivalence in interaction, 2) strategizing ambivalence experienced, and 3) dynamics of change in ambivalence over time. Our findings suggest three forms of relational strategizing, ‘divide and conquer’, ‘please and appease’, and ‘abide and decide’. Strategizing and experiences of ambivalence are continually adapted as the entrepreneurs make sense of changes in interaction processes within a social structure. Implications for theory and practice are suggested.