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Coordinating Cooperative Cultural Networks: The Case of Culture Finland

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Harnessing Place Branding through Cultural Entrepreneurship

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Abstract

The overarching aim of the book at hand is to portray the elements at play in harnessing place branding through cultural entrepreneur-ship. In the association between cultural entrepreneurship and place branding there exist discursive, political and other interdependencies that rest on complex, multifaceted relationships among multiple stakeholder relations which render coordination complicated (Kasabov, this volume). This chapter examines the coordination of cooperative cultural networks in greater detail. According to the network-based academic literature, firms and organizations do not act independently in the market (Håkansson and Snehota, 1989; Ford et al., 1998). In order to develop their activities, they have to interact with other firms and organizations (Grandori and Soda, 1995; Ritter and Gemünden, 2003). This agglomeration of interdependent organizations then forms an industrial network (Möller and Halinen, 1999; Wilkinson and Young, 2003; Batt and Purchase, 2004) or a cluster (Lorenzen and Foss, 2003; Novelli, Schmitz and Spencer, 2006), which in turn creates value as an entity (Lemmetyinen, 2010; Niu, Miles, Bach and Cinen, 2012).

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Authors
  1. Arja Lemmetyinen
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Editor information

Editors and Affiliations

  1. Rotterdam School of Management, The Netherlands

    Frank M. Go

  2. University of Turku, Finland

    Arja Lemmetyinen  & Ulla Hakala  & 

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© 2015 Arja Lemmetyinen

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Lemmetyinen, A. (2015). Coordinating Cooperative Cultural Networks: The Case of Culture Finland. In: Go, F.M., Lemmetyinen, A., Hakala, U. (eds) Harnessing Place Branding through Cultural Entrepreneurship. Palgrave Macmillan, London. https://doi.org/10.1057/9781137465160_12

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