Collaborative networks: Value creation in a knowledge society

International Journal of Physical Distribution & Logistics Management, 2004

This is a theoretical paper that examines the interplay between individual and collective capabilities and competencies and value transactions in collaborative environments. The theory behind value creation is examined and two types of value are identified, internal value (Shareholder value) and external value (Value proposition). The literature on collaborative enterprises/network is also examined with particular emphasis on supply chains, extended/virtual enterprises and clusters as representatives of different forms and maturities of collaboration. The interplay of value transactions and competencies and capabilities are examined and discussed in detail. Finally, a model is presented which consists of value transactions and a table which compares the characteristics of different types of collaborative enterprises/networks. It is proposed that this model presents a platform for further research to develop an in-depth understanding into how value may be created and managed in collaborative enterprises/networks.

2014

Collaborative Networks are becoming ever more important as a lunchpad for the achievement of competitive advantages and for the creation of socio-economic benefits. According to the relational view theory, joint efforts can indeed generate relational rents. However, task coordination is not a sufficient means for value creation. Indeed, Collaborative Networks have to create a link between several aspects, such as trust, culture of collaboration, knowledge sharing, managerial processes, incentive systems, ethical code and so on in order to create cooperation and, thus, value. Aim of this work is to analyze how these aspects affect each other and how they affect value creation within collaborative networks. In order to do so, we develop a model, based on UML and e3value, in which the main factors impacting on value creation and value exchanges within CNOs are represented. After the description of the model, we analyze a case study of a CNO.

IFIP International Federation for Information Processing

Collaborative networks show a high potential as drivers of value creation. The materialization of this potential however requires further progress in understanding these organizational forms and the underlying principles of this new paradigm. As a contribution in this direction, the notion of collaboration among organizations is clarified, a taxonomy of collaborative networks is proposed, and the basic elements of value creation are discussed, in the context of a holistic approach to collaborative networks.

Production Planning & Control, 2011

IFIP – The International Federation for Information Processing

Organizations that work in strategic alliances, also known as Collaborative Networked Organizations (CNOs), learn with this experience. The whole learning process in which they are involved with is rich, creates value for the alliance and should be better explored in order to improve the CNO partners' performance when facing new challenges. The core content of this work is related to the characterization of value creation elements that support the learning process in a CNO environment. These elements create value for the entire alliance in the technological, organizational and human perspectives and hence contribute to the learning process and to the preparedness of CNOs.

2008

Collaborative networks show a high potential as drivers of value creation. The materialization of this potential however requires further progress in understanding these organizational forms and the underlying principles of this new paradigm. As a contribution in this direction, the notion of collaboration among organizations is clarified, a taxonomy of collaborative networks is proposed, and the basic elements of value creation are discussed, in the context of a holistic approach to collaborative networks.

2013

As a consequence of the digital revolution collaborative networks have proliferated in the market economy with experiments involving production based on common properties, where there is no platform “owner” figure, and users cooperate motivated by personal or social reasons and no financial reward; and through collaborative digital networks between company and consumers. These interactive models, known as mass collaboration or peering, were transformed into potential alternatives for many companies for creating value and innovation, and a source of income or recognition for many individuals. These are some of the reflections that we propose to address in this article.

The Learning Organization, 2009

In: Proceedings of COA 2007 - 8th IFAC Symposium on Cost Oriented Automation Affordable Automation Systems, Ciudad de la Habana, Cuba, Feb 12 - 14, 2007.

Collaborative networks show a high potential for value creation in a modern society and raise important technical and socio-organizational challenges. Collaborative networks manifest in a large variety of forms both in industry and services, including virtual organizations, virtual enterprises, dynamic supply chains, professional virtual communities, etc. In order to support preparedness of organizations for participation in dynamic coalitions, breeding environments for virtual organizations are being developed in many application sectors in diverse geographical regions. A large body of empiric knowledge related to collaborative networks is already available, but there is an urgent need to consolidate this knowledge and build the foundations for a more sustainable development of this area. The definition of reference models and the establishment of a scientific discipline for collaborative networks are strong instruments in achieving this purpose. In this survey paper the main characteristics of the area are analyzed, current baseline is discussed, and future trends are pointed out.

Production Planning & Control, 2011

Strategic networks such as Collaborative Networked Organisations (CNOs) and Virtual Customer Communities (VCCs) show a high potential as drivers of value co-creation and co-innovation. Both look at the network structures as a source of jointly value creation and open-innovation through access to new skills, knowledge, markets and technologies by sharing risk and integrating complementary competencies. This collaborative endeavour is able to enhance the adaptability and flexibility of CNOs and VCCs value creating systems in order to react in response to external drivers such as collaborative (business) opportunities. Strategic business networks are active entities continuously adapting to their environment in order to enhance their capabilities to respond to short-term business opportunities, and therefore allow their business ecosystems to follow the rhythm of industry dynamics, and customers changing needs and preferences. Value co-creation is the new trend in open-business models trying to integrate organisations" competencies and involve customers" individual preferences into network and community formations for the co-creation of the next level of value for products, services and experiences to be launched into the market. This paper presents a literature review on value co-creation and co-innovation concepts and styles, and proposes a reference framework for creating interface networks, also known as "experience-centric networks", as enablers for linking networked organisations and customer communities in order to support the establishment of sustainable user-driven and collaborative innovation networks.