Mapping collaborative transactions in networks and alliances that yield business benefits

This paper considers the dynamics of participation in business networks from the viewpoint of an individual SME in an Australian context. The proportion of Australian SMEs actively involved in networks and alliances appears to be limited and the long-term success rate of business network alliances seems low. What sustains the successful ones? We have focussed on transactions, and observe that some transactions provide a percieved business benefit and some generic competencies are needed to administer and grow the collaboration as an entity. We have represented the benefits flowing from three particular kinds of transactions: business, knowledge and social transactions in the form of a "map" which helps collaboration participants identify what is valuable to them, finding that all three types may emerge, regardless of the initial purpose of the collaboration. We also observe that successful collaborations have a blend of similarity and complementarity amongst the participants