Table 2 Key differences in the... | Emerald Publishing

Table 2

Key differences in the development of BSRI in stable and turbulent business networks

Aspect	BSRI in a stable business network	BSRI in a turbulent business network	References
Network structure and relationship dynamics	Well-structured network with long-term orientation	Less-structured network due to frequent and unpredictable entry and exit of actors. Short and frequent interactions complement long-term relationships with multiple actors to comprehend the environment, access resources and respond to change	Salmi (2000); Wadell and Bengtson (2024)
Speed of relationship development	The BSRI process follows linear (or multi-directional) stages, and trust and adaptation are built progressively	The BSRI process develops rapidly to seize opportunities before disruptions occur, and any short windows of opportunity must be leveraged	Wadell and Bengtson (2024); Zafari et al. (2023)
Trust-building process	Trust is built gradually over time through repeated interactions and performance verification	There is no time to build trust; business relationships start with swift trust, based on trust proxies such as a counterpart’s ethical behaviour, reputation and third-party assurances	Lambe et al. (2000); Zafari et al. (2023)
Key factors that influence the BSRI process	Emphasis on finding a feasible partner. Performance satisfaction, reputation and trust built progressively are key factors	The BSRI process is characterised by uncertainty about future dependencies, a sense of urgency to act and perceived vulnerability, which prompt business parties to establish new business relationships quickly with sometimes unknown business counterparts	Zafari et al. (2023)
Control and monitoring mechanisms	Monitoring occurs gradually and is based on long-term performance assessment	Requires intensive and continuous monitoring to prevent opportunistic behaviour and manage unexpected risks	Zafari et al. (2023)
Role of firms’ individual actors	Individual actors serve as triggers or inhibitors of the BSRI and in developing trust and defining mutual obligations at the individual and organisational levels	Greater autonomy is given to boundary spanners to monitor changes, facilitate exchanges, mitigate risks and leverage opportunities Social bonds are key to relationships	Zafari et al. (2023)
The role of third actors	The third actor potentially supports the BSRI process by performing several roles actively, passively or reactively (see Table 2)	Third actors are relevant figures in the BSRI process, with their assurance interpreted as trust proxies to favour the swift development of trust between the counterparts; however, literature still lacks providing evidence on what roles third actors perform in supporting the BSRI process under turbulent network conditions	Zafari et al. (2020, 2023)

Aspect	BSRI in a stable business network	BSRI in a turbulent business network	References
Network structure and relationship dynamics	Well-structured network with long-term orientation	Less-structured network due to frequent and unpredictable entry and exit of actors. Short and frequent interactions complement long-term relationships with multiple actors to comprehend the environment, access resources and respond to change	Salmi (2000); Wadell and Bengtson (2024)
Speed of relationship development	The BSRI process follows linear (or multi-directional) stages, and trust and adaptation are built progressively	The BSRI process develops rapidly to seize opportunities before disruptions occur, and any short windows of opportunity must be leveraged	Wadell and Bengtson (2024); Zafari et al. (2023)
Trust-building process	Trust is built gradually over time through repeated interactions and performance verification	There is no time to build trust; business relationships start with swift trust, based on trust proxies such as a counterpart’s ethical behaviour, reputation and third-party assurances	Lambe et al. (2000); Zafari et al. (2023)
Key factors that influence the BSRI process	Emphasis on finding a feasible partner. Performance satisfaction, reputation and trust built progressively are key factors	The BSRI process is characterised by uncertainty about future dependencies, a sense of urgency to act and perceived vulnerability, which prompt business parties to establish new business relationships quickly with sometimes unknown business counterparts	Zafari et al. (2023)
Control and monitoring mechanisms	Monitoring occurs gradually and is based on long-term performance assessment	Requires intensive and continuous monitoring to prevent opportunistic behaviour and manage unexpected risks	Zafari et al. (2023)
Role of firms’ individual actors	Individual actors serve as triggers or inhibitors of the BSRI and in developing trust and defining mutual obligations at the individual and organisational levels	Greater autonomy is given to boundary spanners to monitor changes, facilitate exchanges, mitigate risks and leverage opportunities Social bonds are key to relationships	Zafari et al. (2023)
The role of third actors	The third actor potentially supports the BSRI process by performing several roles actively, passively or reactively (see Table 2)	Third actors are relevant figures in the BSRI process, with their assurance interpreted as trust proxies to favour the swift development of trust between the counterparts; however, literature still lacks providing evidence on what roles third actors perform in supporting the BSRI process under turbulent network conditions	Zafari et al. (2020, 2023)

Source(s): Authors’ own work inspired by Zafari et al. (2023)