By Stefan Klein, Angeliki Poulymenakou
Collaboration of businesses reshapes conventional managerial practices and creates new inter-organizational contexts for process, coordination and keep watch over, info and data administration. Heralded as organizational varieties of the long run, networks are while fragile and precarious organizational preparations, which often fail. that allows you to examine the hot realities created by means of technology-enabled different types of community corporations and to deal with the rising managerial demanding situations, this e-book introduces an integrative view on inter-firm community administration. targeted on a community existence cycle viewpoint, strategic, financial and relational features of commercial networking are explored. The community administration framework is illustrated onto a extensive diversity of eu inter-firm community examples in numerous industries rendering insights for brand new administration practices.
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Additional resources for Managing Dynamic Networks: Organizational Perspectives of Technology Enabled Inter-firm Collaboration
This value creation principle, known as “syndication” (Werbach, 2000), has led to the formation of new network organisations that integrate services and information assets from different players. The example of a financial service provider may illustrate the idea of a network business model: by establishing a Web-based platform integrating several banking, brokering and insurance services an all-in-one service can be provided. In doing so, the provider has to integrate external services and thus establish a partner network.
Relationships. Processes Interactions Social ties Design NW supply chain. Process flows, team work. Ties between people/teams. People Capabilities Select people, build teams. Train people (know-how). Figure 3. Network Organisation Layer Network structure Designing sustainable and viable network structures is a crucial management task to enable the intended network operations. For this purpose, network tasks have to be identified and assigned to appropriate roles fulfilled by the participating firms.
Hutt et al. , 2000). The question from the firm perspective is who to select to play such boundary spanning roles. Gomes-Casseres (1994) describes a few options which companies have chosen: ”Some companies have put a top executive in charge of external strategic relations. other companies allocate alliance responsibility along functional lines, such as marketing alliances under marketing executives or technology alliances under R&D departments. Still others require business units to manage their own relationships.