99 jbm vol. 2, 2008/2 DOI 10.1007/s12087-008-0022-0 Generic Rivalry Strategies in Business Networks: Towards a Conceptualization Poul Houman Andersen Abstract This paper discusses rivalry as a process of occupying incompatible positions within business networks. Rivalry is linked to different forms of strategizing as they un- fold in stable and dynamic business contexts and a framework of four different types of rivalry is suggested. Furthermore, propositions with respect to under what business conditions these types of rivalry are likely to be found are proposed. Implications for management and research are discussed. Keywords strategy · business networks · rivalry · position and role Introduction Business network research has emerged as an important theoretical framework for un- derstanding and analyzing managerial and strategic challenges (Turnbull, Ford, and Cun- ningham 1996). Rather than seeing the managerial task as aligning resources and activi- ties internally in order to adjust to market contingencies, this perspective has addressed how gradual patterns of mutual exchange with actors in- and outside the organizational boundary forms the realm for coordinative efforts in the market place, taking interaction to the fore (Ford and Håkansson 2002). In particular, the IMP approach has been promi- nent in the development of the business network perspective. However, despite continuous theoretical development, business network research pri- marily addresses cooperative aspects of inter-frm interaction (Salmi 2000, Johanson and Mattson 1991, Jarillo 1993). Several contributions claim that in the network “era” com- panies are aligning their interests in network sets and competition is unfolding among networks, rather than internally (i. e. Hunt and Morgan 1995). Despite early attempts to © Gabler Verlag 2008 P. H. Andersen () University of Aarhus, The Aarhus School of Business, Department of Management Aarhus, Denmark E-Mail: poa@asb.dk