RESPONSIBLE ENTREPRENEURSHIP VISION DEVELOPMENT AND ETHICS

372 RESPONSIBLE ENTREPRENEURSHIP
city and capabilities of the participants in the network as an extension of their own business
activities. When such a situation occurs, businesses share resources with the desire to help
its partners improve their processes and competitive positions. Increased engagement in interactions
is not dictated by altruistic motives rather than depending on the competitive success
thinking. It is expected the investments to rise to higher competitiveness and significant
financial returns for all participants in the collaboration. Such cohesive interdependent relationships
are implemented to major suppliers and customers and are characterized by: sharing
all relevant information (including confidential details); joint planning and problem
solving; focus on mutual prosperity and success. Intensive investment in relations are a prerequisite
to initiatives for unique collaboration.
Critical success factors for achieving levels of maturity of trust
The potential for value creation express what needs to be assessed in order to determine
the appropriate intensity of interactions and exact level of trust that must be built. Higher
levels of potential for value creation arise when participants in business networks have different,
complementary competencies that can be combined in a unique way to create superior
value. So the potential for value creation incites to achieve higher levels of trust maturity.
Performance capabilities express opportunities to bid superior results and then to fulfill
the promise. Performance capabilities arise when businesses invest in vital processes, systems
and skills. These investments are improving the efficiency of business operations and
increasing interdependence. High levels of performance capabilities create trust in the participants
in the business networks in their quest to justify investments to achieve closer, more
intense relationship (Chen, Tian, Ellinger, & Daugherty, 2010).
Commitment capabilities express the readiness and capabilities for efficient operation to
retrieve the mutual benefit of the participants in business networks. Three specific forms of
investment for building relationships are identified through which trust and superior cooperation
are formed: sharing information; improvements of the skills of the partners; making of
empathy. These investments contribute to better decision making and a greater willingness
to initiate intensive interdependent relationships.
Value creation potential. On Level 1 (Limited trust), businesses do not have the ability to
push activities to relationships. Improving the efficiency of operations not care management.
The next Level 2 (Transactional trust) businesses do not yet have distinct abilities to push
for closer relations. But Level 3 (Relational trust) they possess complementary distinct abilities
that incite cooperation. The last Level 4 (Collaborative trust) builds mindset that success
depends on the strength of the participants in the business networks. Efforts are being
made to strengthen the complementary skills.
Performance capabilities. On Level 1 (Limited trust) business organizations do not have
processes and systems in order to be able to always fulfill what they have promised. But the
Level 2 (Transactional trust) began building the processes and systems for sustainable performance
of what was promised. The next Level 3 (Relational trust) established processes
and systems already allow to always deliver a high level. The last Level 4 (Collaborative trust)
business organizations have processes and systems that always carry the promise of the highest
possible level.
Information sharing capability. On Level 1 (Limited trust) too little information is shared
outside organizations involved in business networks. But the Level 2 (Transactional trust)