Fig. 1. The conceptual framework of the study is constructed around analyzing a dynamic business field specific business network. Critical external and internal events affect the network’s structure and network development happens through adaptations in the network’s structure, i.e., actors, resources, and activities.

Fig. 2. The structure of the Finnish pulp and paper industry’s business network from the 1860s until the late 1910s. The size and boldness of the font represents the power of that role: the bigger and bolder the font is, the more power the role has. Arrows represent relationships and interactions between roles. Double arrowed lines are reciprocal and one-directional arrows indicate parallel interaction.

Fig. 3. The structure of the Finnish pulp and paper industry’s business network from the 1920s until the late 1940s. The size and boldness of the font represents the power of that role: the bigger and bolder the font is, the more power the role has. Arrows represent relationships and interactions between roles. Double arrowed lines are reciprocal and one-directional arrows indicate parallel interaction. View larger in new window/tab.

Fig. 4. The structure of the Finnish pulp and paper industry’s business network from the 1950s until the early 1990s. The size and boldness of the font represents the power of that role: the bigger and bolder the font is, the more power the role has. Arrows represent relationships and interactions between roles. Double arrowed lines are reciprocal and one-directional arrows indicate parallel interaction. View larger in new window/tab.

Fig. 5. The structure of the Finnish pulp and paper industry’s business network from the 1990s until the early 2010s. The size and boldness of the font represents the power of that role: the bigger and bolder the font is, the more power the role has. Arrows represent relationships and interactions between roles. Double arrowed lines are reciprocal and one-directional arrows indicate parallel interaction. View larger in new window/tab.