A network perspective and value added tasks: the case of agri-food value chain

Purpose - The purpose of this paper is to illustrate how network\nperspective can be used to determine the importance of key dimensions of\nnetwork in driving firm's performance within an agri-food value chain\n(AFVC). It aims to analyze how factors of network and value added tasks\nhave an impact on firm's performance in the context of agri-food sector\nDesign/methodology/approach - This research employs a quantitative\nmethod. Based on an illustrative empirical case, the research tests a\nsimple variance-based reflective structural equation model with main\neffects based on a sample of 200 firms within AFVC in Jordan.\nFindings - The results identify the high-order factors of business\nnetworks and demonstrate the role of network perspective on firm's\nperformance, acting as the main strategy to improve long-term business\nin AFVC. The results show that firm's performance is mostly driven by\nthe three key factors of network (actors, resources and activities), as\nwell as by the four levels of value added tasks (form, time, place and\npossession).\nResearch limitations/implications - This research has important\nimplications for different level managers at firms. By understanding the\nvarious factors that are most important between partners at the firm\nlevel and between firms in a network, managers can focus their efforts\non these factors in order to foster successful long-term businesses and\ntheir performances. The author further provide some managerial\nrecommendations for more effective management of AFVC in terms of\nleveraging firm's performance.\nOriginality/value - This is one of few studies that investigate factors\nof network in value chain firms. The results show that the network\nperspective can link both the key factors of network and the levels of\nvalue added tasks for better firm's performance in AFVC.