Abstract
According to Bob De Wit and Ron Meyer, global strategy can be divided in three parts: process, content and context. These can be recognized in all business situations in relation to managers. The strategy process is defined as a set of essential questions about the business as a whole. In these three dimensions, there appear some tensions between apparent opposites. We will focus our attention on the strategy content and will try to explain the strategy tension between competition and cooperation in the Network level strategy.
Companies and their units work at different levels and in different markets. It is possible that the group of companies can have a strategy together. The strategy doesn't just imply the company itself but also all units that build the environment in which company is operating. That represents a business network. The question for the manager of the firm is to well define the relationship with other firms. Is it more interesting to develop a strong work relation with one firm or to keep far from it? In order to answer this question, it is necessary to work on inter-organizational relationships.
The issue of inter-organizational relationships:
Whatever the products or the market are, companies have to work with others, they interact with organizations. It's defined in four parts.
