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Changes within activity patterns through network tensions

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Investigating network activity patterns and tensions in a case study by Bella Butler. Findings suggest that tensions influence changes in activity patterns, emphasizing the importance of coordination activities.

Image courtesy of interviewee. December 4, 2023

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This video video discusses the establishment and modernization of an international airport from its founding in 1993 through major infrastructure updates completed in 2015. The airport emerged from the privatization of previously state-controlled facilities in the former Soviet Union. This video video modernization process required the creation of a new business network of various actors, including the airport, airlines, service providers, and regional governments.

The authors identify four key tensions experienced by network actors during this modernization:
1. **Relationships in the Network**: Tensions arise from the differing individual versus collective outcomes for the involved organizations.
2. **Network Position**: The airport’s central role necessitates balancing its current position with accessing new resources and information.
3. **Control Dynamics**: Tensions about who controls whom can influence operational alignments within the network.
4. **Network Structure**: The entry of new actors can prompt structural changes in the network.

Additionally, the text highlights two types of change processes within activity patterns: stable coordination, which extends existing patterns, and disruptive change, which can lead to the formation of new patterns.

Significant insights and conclusions include the importance of recognizing major events that trigger multiple tensions within the network, which can lead to breaking old activity patterns. The study emphasizes the vital role of management capabilities to address these tensions and enhance coordination across the business network, ensuring the stability and performance of organizations involved. Managers are encouraged to collaborate and recognize how changes in one entity can impact the broader network, facilitating joint efforts to adapt and thrive in a dynamic environment.

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Here are some similar articles that discuss themes related to the establishment and modernization of airports, the dynamics of business networks, and challenges faced during organizational change:

1. **"The Evolution of Airport Management in a Privatized Environment"** - This article explores how airports transitioned from state ownership to privatization, examining the operational and managerial challenges they face in adapting to new business models.

2. **"Collaboration in Airport Business Networks: Addressing Tensions and Building Resilience"** - This study investigates how various stakeholders at airports, including airlines and service providers, navigate collaborative relationships amid changing industry dynamics.

3. **"Changing the Frame: Modernizing Infrastructure in Post-Soviet States"** - This article details the process of infrastructure modernization in former Soviet states, analyzing the tensions that arise between different stakeholders and the importance of strategic management.

4. **"Airports as Complex Adaptive Systems: Management Strategies for Navigating Change"** - This paper discusses airports as complex systems that require adaptive management strategies to handle disruptions and evolving relationships among network actors.

5. **"The Role of Stakeholder Engagement in Airport Development Projects"** - This article emphasizes the significance of engaging various stakeholders in airport development and modernization projects, focusing on managing relationships and expectations.

6. **"Network Dynamics in Airport Infrastructure Projects: A Case Study Approach"** - This research delves into the dynamics of stakeholder networks during airport infrastructure projects, identifying key challenges and strategies for successful collaboration.

7. **"Performance Management in a Networked Environment: Lessons from the Aviation Sector"** - This article examines how performance management practices can help organizations in the aviation sector respond to tensions within business networks and enhance overall performance.

These articles explore similar themes of business networks and the complexities of managing relationships and operations in the convideo of airport modernization and infrastructure development.

X-TIMESTAMP-MAP:LOCAL=00:00:00.000,MPEGTS=900000

00:00.345 --> 00:04.205
We for the international airport from,

00:04.385 --> 00:06.885
its establishment in the 1993

00:07.225 --> 00:10.125
to 2015 when the major modernization

00:10.185 --> 00:12.845
of this airport infrastructure was completed.

00:13.505 --> 00:17.445
Uh, the airport was established in the 1993 as a result of

00:18.185 --> 00:22.125
the regulation and privatization of the state owned

00:22.585 --> 00:24.285
and state controlled,

00:24.435 --> 00:26.525
airport in the former Soviet Union.

00:27.305 --> 00:30.525
Uh, the processes, which, made it possible

00:30.585 --> 00:35.205
to complete modernization of the airport, demanded,

00:35.465 --> 00:37.725
new, pattern of,

00:37.855 --> 00:40.365
activities within the business network.

00:40.785 --> 00:42.605
And in fact, the new business network

00:43.065 --> 00:45.605
around the airport was formed as a result

00:45.605 --> 00:46.885
of this modernization process.

00:47.265 --> 00:51.805
In our study, we identified the four tensions,

00:51.805 --> 00:54.125
which were export in the literature.

00:54.665 --> 00:57.205
Uh, in the previous literature,

00:57.735 --> 01:01.645
these tensions were number one, it's about relationships

01:01.825 --> 01:03.285
of different network actors.

01:03.725 --> 01:05.285
I have to probably explain that.

01:05.665 --> 01:09.885
We refer to network actors, as various organizations,

01:10.305 --> 01:13.805
in this case, organizations working around the airport.

01:13.905 --> 01:18.165
For example, the airport itself as an organization,

01:18.165 --> 01:21.685
different airline companies which operate from this airport.

01:21.985 --> 01:25.085
For example, the Mystic, as well as international airlines,

01:25.085 --> 01:27.405
which conduct their operations from this airport.

01:27.825 --> 01:30.685
It is providers of, different services

01:30.905 --> 01:34.445
to the airline companies as well as a airport itself,

01:34.445 --> 01:36.805
for example, through providers, providers

01:36.805 --> 01:41.685
of different services, as well as the regional government,

01:42.105 --> 01:46.405
in the region where the airport is located,

01:46.665 --> 01:49.885
and also other, transportation companies.

01:49.885 --> 01:51.365
So they all network actors.

01:51.545 --> 01:53.525
But let me return to your,

01:53.805 --> 01:55.925
questions immediately about, tensions.

01:56.185 --> 01:59.245
So, tension number one is about relationships

01:59.555 --> 02:01.525
between outcomes in the network.

02:02.305 --> 02:04.165
Uh, each of these organizations

02:04.465 --> 02:07.285
or network actors have their own outcomes

02:07.425 --> 02:09.405
of their activities,

02:09.585 --> 02:12.645
and we looked at individual outcomes as well

02:12.645 --> 02:13.765
as collective outcomes.

02:14.055 --> 02:18.125
Collective outcomes include outcomes related

02:18.265 --> 02:22.605
to various organizations or various, multiple networks.

02:22.825 --> 02:24.685
In the, in the network,

02:25.145 --> 02:28.885
actors experience tensions within their relationships around

02:29.765 --> 02:33.805
certain activities focused on their individual versus

02:33.975 --> 02:36.525
collective, collaborative outcomes.

02:36.945 --> 02:39.165
And in this case, they influence

02:39.805 --> 02:42.525
activity patterns developed within business network.

02:43.345 --> 02:46.805
Number two, it is about, pensions

02:47.105 --> 02:48.925
around network position.

02:49.065 --> 02:53.965
For example, in, our case, the airport itself,

02:54.035 --> 02:57.765
held a central position in the network, need

02:57.765 --> 03:01.205
to consider the trade off between activities which

03:01.845 --> 03:03.925
reinforce their current network position

03:03.985 --> 03:07.365
or activities to access different information laws

03:07.585 --> 03:11.045
and other resources, changing existing relationships

03:11.305 --> 03:14.005
and having the potential to rise existing relationships.

03:14.565 --> 03:19.545
Conflict tension number three, it's about control.

03:19.805 --> 03:21.625
Who controls whom in this network?

03:21.935 --> 03:26.385
Tension around hec, control within networks, for example,

03:27.165 --> 03:29.985
the more you control other hec,

03:30.245 --> 03:33.585
the more likely you use you as an hec.

03:33.605 --> 03:36.105
You use Hector Resources, which require

03:36.325 --> 03:39.265
to control operations by other hecs.

03:39.685 --> 03:41.625
So extensive changes to

03:42.145 --> 03:45.985
existing HEC relationships are more likely to occur,

03:45.985 --> 03:50.385
during forming new or breaking old activity patterns.

03:50.965 --> 03:54.625
And number four, tension, tension around,

03:55.065 --> 03:56.225
structure of the network.

03:56.565 --> 04:00.865
For example, when new actor enters the network,

04:01.415 --> 04:05.065
this results in, structure changes of the network.

04:06.325 --> 04:09.665
So again, we recognized, these tensions

04:09.665 --> 04:11.505
around the structure of networks.

04:12.205 --> 04:14.425
In addition to tensions, which,

04:15.405 --> 04:17.985
we studied based on the previous literature,

04:18.405 --> 04:20.585
we also identified,

04:20.685 --> 04:23.865
change processes within activity patterns.

04:24.365 --> 04:28.705
Uh, number one of them is stable coordination processes

04:28.705 --> 04:32.025
that change the activity patterns to expand

04:32.765 --> 04:35.065
or extend existing activity patterns.

04:35.325 --> 04:40.305
For example, the low tensions, the more likely that,

04:40.565 --> 04:43.345
existing activity pattern will be extended

04:43.805 --> 04:45.185
rather than breaking.

04:45.725 --> 04:47.185
And,

04:47.295 --> 04:50.105
this would result in forming new activity pattern.

04:50.285 --> 04:51.385
And this is number two.

04:51.925 --> 04:55.665
Uh, we identify change processes that form new

04:55.965 --> 04:57.825
or break old activity patterns.

04:57.975 --> 05:01.065
Very interesting in a sense that,

05:01.285 --> 05:03.865
we looked under which conditions,

05:04.605 --> 05:05.945
the network can be broken

05:06.605 --> 05:09.025
and, under which conditions,

05:09.505 --> 05:11.425
old activity patents is broken

05:11.565 --> 05:13.745
and a new activity patents can be found.

05:14.325 --> 05:18.345
For example, the regional network was, further extended

05:18.725 --> 05:21.865
to the federal level from the regional level

05:21.865 --> 05:25.345
because we, we focused, on the regional airport.

05:25.885 --> 05:30.065
Uh, but we looked at, potential extension

05:30.125 --> 05:32.665
of the regional network around this airport

05:33.085 --> 05:37.705
to the federal level through, through the

05:38.225 --> 05:41.785
regional governor becoming more powerful in a sense.

05:42.125 --> 05:45.065
Uh, when this regional government become part

05:45.205 --> 05:49.165
of the federal, government, he was choosing

05:49.385 --> 05:53.645
to represent, his region at the federal government,

05:53.785 --> 05:55.005
he become more powerful.

05:55.545 --> 05:56.925
Uh, this also

05:57.925 --> 06:01.645
Impacted the, business network around the airport

06:01.875 --> 06:05.725
because the airport become, more noticeable.

06:06.145 --> 06:09.325
It become, not just, the regional hub,

06:09.585 --> 06:13.245
but become quite noticeable for, for example,

06:14.205 --> 06:18.205
airlines operating previously only from, Moscow and St.

06:18.205 --> 06:19.405
Peterburg airports.

06:20.715 --> 06:25.215
So our results included the four wind we identified,

06:25.995 --> 06:28.655
how, network,

06:28.655 --> 06:31.095
network actors experienced tensions.

06:31.395 --> 06:35.135
And the more tensions, network actors experience,

06:35.135 --> 06:37.895
at the same time, the more likely,

06:38.275 --> 06:40.655
an old activity pattern will be broken

06:40.955 --> 06:43.695
and a new activity pattern will be established.

06:45.365 --> 06:47.505
The greatest number of tensions,

06:47.505 --> 06:49.665
being experienced within the same

06:49.955 --> 06:54.265
event in the business network by major network actors,

06:54.725 --> 06:58.105
the more likely the breaking of activity pattern will be,

06:58.285 --> 06:59.345
will occur.

06:59.675 --> 07:02.465
There are certain takeaways from our study.

07:02.925 --> 07:07.035
Number one takeaway is about,

07:07.515 --> 07:08.515
recognizing events.

07:08.945 --> 07:13.395
Something happens to one actor, something happens,

07:13.395 --> 07:15.915
to one hec, but also, has

07:16.635 --> 07:18.715
a broader impact on the whole

07:18.715 --> 07:20.395
network, whole business network.

07:21.095 --> 07:25.115
So it's important to recognize what are these events when,

07:25.335 --> 07:28.675
an event, is able

07:28.695 --> 07:30.715
to trigger multiple tensions.

07:31.735 --> 07:33.155
In this case, a high level

07:33.215 --> 07:35.835
of tensions will be experienced by hecs.

07:36.095 --> 07:40.915
For example, in, our case study, a major event was

07:41.615 --> 07:45.315
the, the regulation of the previously,

07:45.765 --> 07:49.075
state controlled, enterprise,

07:49.565 --> 07:51.475
which included different airports

07:51.475 --> 07:53.275
and different, airline companies.

07:53.975 --> 07:56.835
Um, also as a result of this deregulation,

07:57.495 --> 08:01.195
the federal authorities controlled the civilization

08:01.295 --> 08:03.915
as an industry didn't have any resources.

08:04.775 --> 08:08.995
Uh, for example, we could see that major modernization

08:09.095 --> 08:13.915
of the airport was crucial in order for the airport,

08:13.915 --> 08:15.955
being able to remain competitive

08:16.055 --> 08:20.195
and provide, appropriate services to airline companies,

08:20.285 --> 08:23.635
which operated from this airport, as well as to customers

08:23.775 --> 08:27.355
who increasingly could experience, different level

08:27.355 --> 08:29.395
of services when they traveled elsewhere

08:29.695 --> 08:31.635
around Russia and also abroad.

08:32.455 --> 08:37.315
Um, so the takeaway is, to be able

08:37.315 --> 08:41.075
to recognize this major, events which were able

08:41.075 --> 08:43.515
to cause network disruption.

08:44.415 --> 08:48.835
Uh, when these major events were able to trigger,

08:49.495 --> 08:52.875
multiple tensions of multiple network actions

08:55.115 --> 08:58.165
that, an activity patterns will be broken.

08:58.665 --> 09:02.405
In our case, an activity patterns was that,

09:02.645 --> 09:03.925
airports were controlled

09:03.925 --> 09:06.565
by fe federal authorities of civilization.

09:06.915 --> 09:11.485
However, in this case, we recognized,

09:12.145 --> 09:16.685
that the power was increased in terms of,

09:16.825 --> 09:19.205
the impact of the regional government.

09:19.435 --> 09:22.365
Initially, the regional government,

09:22.965 --> 09:25.085
provided warranties to external investors.

09:25.635 --> 09:28.165
Without external investors, it would not be possible

09:28.165 --> 09:31.845
to move, the modernization process in the airport.

09:32.385 --> 09:34.725
So completely different relationships

09:34.865 --> 09:38.645
and activity patterns have to be, formed in order to,

09:38.945 --> 09:41.165
even start this modernization process.

09:42.125 --> 09:43.935
Another very important contribution

09:44.035 --> 09:48.375
and take away, by our study is that breaking

09:48.595 --> 09:52.575
of activity patterns is more likely to occur when actors,

09:52.655 --> 09:56.255
particularly major central actors such as the federal gov,

09:56.315 --> 09:57.895
regional governments,

09:58.325 --> 10:01.655
airport itself a change in their network position.

10:02.395 --> 10:06.495
Uh, in our case, we observed that,

10:06.515 --> 10:08.295
the regional government initially

10:08.855 --> 10:11.015
provided warranties for external investors,

10:11.595 --> 10:14.255
but later on they become so powerful

10:14.485 --> 10:17.815
that they changed the management of the airport, which by

10:17.815 --> 10:20.255
that time, become a private company.

10:20.515 --> 10:23.895
And yet the power of the regional government,

10:24.605 --> 10:28.735
permitted them to change, the management

10:28.875 --> 10:30.935
and some practices within the airport.

10:30.935 --> 10:33.175
This is how powerful, they become

10:33.175 --> 10:34.815
during this modernization process.

10:36.515 --> 10:39.695
So, in other words, this is takeaway from our study.

10:40.035 --> 10:43.335
Change in network position interrupts coordination

10:43.335 --> 10:45.175
activities between connected actors,

10:45.185 --> 10:49.255
which affect activities, conducted by,

10:49.255 --> 10:52.175
partner organization and their firm performance.

10:52.805 --> 10:56.135
This is, we're talking, about takeaway in terms

10:56.135 --> 10:59.815
of knowledge about activity patterns within the network.

11:00.455 --> 11:03.815
I also would like to highlight a very important takeaway

11:04.555 --> 11:07.695
for managers managerial implications, if you like.

11:08.395 --> 11:12.095
And this is about specific management capabilities

11:12.435 --> 11:13.655
to deal with tensions.

11:15.825 --> 11:17.845
We highlight that,

11:18.355 --> 11:20.685
also different network actions, actors.

11:20.685 --> 11:24.885
Different organizations would experience different tensions.

11:25.625 --> 11:29.565
Uh, it's still very important to recognize

11:30.545 --> 11:34.165
the managerial capability to deal with these tensions.

11:34.605 --> 11:39.115
Managers in fact, need to identify events,

11:39.165 --> 11:42.795
where potential high level of tensions likely

11:42.975 --> 11:45.355
to be experienced by their organizations,

11:45.735 --> 11:49.595
but also business networks.

11:49.855 --> 11:50.855
So identify

11:54.485 --> 11:56.005
Tensions will be different,

11:56.505 --> 12:00.525
but when multiple tensions are experienced by hecs,

12:00.955 --> 12:03.765
then changes will be more widespread

12:03.915 --> 12:05.485
through the business network.

12:06.505 --> 12:09.085
In this instances, managers need to

12:09.885 --> 12:13.125
synchronize coordination activities across the network

12:13.705 --> 12:17.685
to work within and around different tensions experience.

12:17.905 --> 12:21.045
And I would like to stress that also,

12:21.225 --> 12:23.685
manage management managers are in charge

12:24.305 --> 12:25.965
for their own organizations.

12:26.315 --> 12:27.485
They have to recognize

12:27.865 --> 12:32.245
how these major are triggering events impact not just their

12:32.245 --> 12:35.045
organization, but other organizations

12:35.275 --> 12:36.725
with whom they work together.

12:36.985 --> 12:39.965
In other words, how this major triggering events

12:40.545 --> 12:42.445
impact their business network.

12:43.505 --> 12:46.325
So, and in this case, they have to collaborate

12:46.325 --> 12:49.965
with manage management of other organizations in order

12:50.105 --> 12:53.925
to achieve, joint coordination

12:53.925 --> 12:55.005
because they recognize

12:55.005 --> 12:58.645
that this coordination activities are needed not just

12:58.645 --> 13:00.365
for the benefit of their organization,

13:00.705 --> 13:03.205
but also for the benefit of stability

13:03.345 --> 13:04.565
of their business network.

13:05.155 --> 13:10.045
Alright, so capabilities in identified anti in

13:10.445 --> 13:14.885
identifying anti anti to tensions,

13:15.265 --> 13:18.805
and capabilities in carbonating activities across the

13:18.805 --> 13:22.805
network will be very important, to optimize changes

13:23.185 --> 13:26.685
to ensure positive influences on,

13:26.945 --> 13:28.525
organizational performance.

00:00 - We for the international airport from, its establishment in the 1993 to 2015 when the major modernization of this airport infrastructure was completed. the airport was established in the 1993 as a result of the regulation and privatization of the state owned

00:22 - and state controlled, airport in the former Soviet Union. the processes, which, made it possible to complete modernization of the airport, demanded, new, pattern of, activities within the business network. And in fact, the new business network around the airport was formed as a result of this modernization process. In our study, we identified the four tensions,

00:51 - which were export in the literature. in the previous literature, these tensions were number one, it's about relationships of different network actors. I have to probably explain that. We refer to network actors, as various organizations, in this case, organizations working around the airport. For example, the airport itself as an organization, different airline companies which operate from this airport. For example, the Mystic, as well as international airlines,

01:25 - which conduct their operations from this airport. It is providers of, different services to the airline companies as well as a airport itself, for example, through providers, providers of different services, as well as the regional government, in the region where the airport is located, and also other, transportation companies. So they all network actors. But let me return to your, questions immediately about, tensions.

01:56 - So, tension number one is about relationships between outcomes in the network. each of these organizations or network actors have their own outcomes of their activities, and we looked at individual outcomes as well as collective outcomes. Collective outcomes include outcomes related to various organizations or various, multiple networks. In the, in the network,

02:25 - actors experience tensions within their relationships around certain activities focused on their individual versus collective, collaborative outcomes. And in this case, they influence activity patterns developed within business network. Number two, it is about, pensions around network position. For example, in, our case, the airport itself, held a central position in the network, need to consider the trade off between activities which

03:01 - reinforce their current network position or activities to access different information laws and other resources, changing existing relationships and having the potential to rise existing relationships. Conflict tension number three, it's about control. Who controls whom in this network? Tension around hec, control within networks, for example, the more you control other hec, the more likely you use you as an hec. You use Hector Resources, which require

03:36 - to control operations by other hecs. So extensive changes to existing HEC relationships are more likely to occur, during forming new or breaking old activity patterns. And number four, tension, tension around, structure of the network. For example, when new actor enters the network, this results in, structure changes of the network. So again, we recognized, these tensions around the structure of networks.

04:12 - In addition to tensions, which, we studied based on the previous literature, we also identified, change processes within activity patterns. number one of them is stable coordination processes that change the activity patterns to expand or extend existing activity patterns. For example, the low tensions, the more likely that, existing activity pattern will be extended rather than breaking.

04:45 - And, this would result in forming new activity pattern. And this is number two. we identify change processes that form new or break old activity patterns. Very interesting in a sense that, we looked under which conditions, the network can be broken and, under which conditions, old activity patents is broken

05:11 - and a new activity patents can be found. For example, the regional network was, further extended to the federal level from the regional level because we, we focused, on the regional airport. but we looked at, potential extension of the regional network around this airport to the federal level through, through the regional governor becoming more powerful in a sense. when this regional government become part of the federal, government, he was choosing

05:49 - to represent, his region at the federal government, he become more powerful. this also Impacted the, business network around the airport because the airport become, more noticeable. It become, not just, the regional hub, but become quite noticeable for, for example, airlines operating previously only from, Moscow and St. Peterburg airports. So our results included the four wind we identified,

06:25 - how, network, network actors experienced tensions. And the more tensions, network actors experience, at the same time, the more likely, an old activity pattern will be broken and a new activity pattern will be established. The greatest number of tensions, being experienced within the same event in the business network by major network actors, the more likely the breaking of activity pattern will be,

06:58 - will occur. There are certain takeaways from our study. Number one takeaway is about, recognizing events. Something happens to one actor, something happens, to one hec, but also, has a broader impact on the whole network, whole business network. So it's important to recognize what are these events when, an event, is able

07:28 - to trigger multiple tensions. In this case, a high level of tensions will be experienced by hecs. For example, in, our case study, a major event was the, the regulation of the previously, state controlled, enterprise, which included different airports and different, airline companies. also as a result of this deregulation, the federal authorities controlled the civilization

08:01 - as an industry didn't have any resources. for example, we could see that major modernization of the airport was crucial in order for the airport, being able to remain competitive and provide, appropriate services to airline companies, which operated from this airport, as well as to customers who increasingly could experience, different level of services when they traveled elsewhere around Russia and also abroad. so the takeaway is, to be able

08:37 - to recognize this major, events which were able to cause network disruption. when these major events were able to trigger, multiple tensions of multiple network actions that, an activity patterns will be broken. In our case, an activity patterns was that, airports were controlled by fe federal authorities of civilization. However, in this case, we recognized, that the power was increased in terms of,

09:16 - the impact of the regional government. Initially, the regional government, provided warranties to external investors. Without external investors, it would not be possible to move, the modernization process in the airport. So completely different relationships and activity patterns have to be, formed in order to, even start this modernization process. Another very important contribution and take away, by our study is that breaking

09:48 - of activity patterns is more likely to occur when actors, particularly major central actors such as the federal gov, regional governments, airport itself a change in their network position. in our case, we observed that, the regional government initially provided warranties for external investors, but later on they become so powerful that they changed the management of the airport, which by that time, become a private company.

10:20 - And yet the power of the regional government, permitted them to change, the management and some practices within the airport. This is how powerful, they become during this modernization process. So, in other words, this is takeaway from our study. Change in network position interrupts coordination activities between connected actors, which affect activities, conducted by, partner organization and their firm performance.

10:52 - This is, we're talking, about takeaway in terms of knowledge about activity patterns within the network. I also would like to highlight a very important takeaway for managers managerial implications, if you like. And this is about specific management capabilities to deal with tensions. We highlight that, also different network actions, actors. Different organizations would experience different tensions. it's still very important to recognize

11:30 - the managerial capability to deal with these tensions. Managers in fact, need to identify events, where potential high level of tensions likely to be experienced by their organizations, but also business networks. So identify Tensions will be different, but when multiple tensions are experienced by hecs, then changes will be more widespread through the business network.

12:06 - In this instances, managers need to synchronize coordination activities across the network to work within and around different tensions experience. And I would like to stress that also, manage management managers are in charge for their own organizations. They have to recognize how these major are triggering events impact not just their organization, but other organizations with whom they work together.

12:36 - In other words, how this major triggering events impact their business network. So, and in this case, they have to collaborate with manage management of other organizations in order to achieve, joint coordination because they recognize that this coordination activities are needed not just for the benefit of their organization, but also for the benefit of stability of their business network.

13:05 - Alright, so capabilities in identified anti in identifying anti anti to tensions, and capabilities in carbonating activities across the network will be very important, to optimize changes to ensure positive influences on, organizational performance.

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