Collaboration in a Networked Business

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.

This conceptual paper aims at studying co-operation from two theoretical network perspectives: business and social networks. The starting point of the paper is the alleged need of modern firms to harness their know-how and capabilities across organizational walls with those of their partners. The most important capability in this process is proposed to be cooperation. Business networks literature proposes that firms are partly forced to co-operate with each other in order to survive in fast-changing business environments and that the cooperative processes are driven by economic premises and beforehand designed objectives. Social network literature in turn proposes that co-operation between the actors can emerge without being intentionally planned; instead the objectives of co-operation are negotiated and produced together through actors' social interaction and exchange processes and during the co-operative processes. Consequently, the efforts for integrating co-operation and proposed network approaches into a coherent landscape are challenging and remain yet a matter of empirical investigation.

ebrc.fi

This study aims at identifying and analysing the key challenges in managing a network business. The starting point of the paper is the alleged need for new kinds of theoretical frameworks which take into account value creation situations businesses face today. Hence, this paper introduces the value co-production framework as an alternative perspective to the existing approaches built in the industrial era (i.e., value chain thinking). This framework elevates knowledge and relationships in the locus of business and argues for reconfiguration of roles, actions, and interactions among the networked actors.

2013

The purpose of this paper is to broaden the understanding of network processes (Doz, 1996) and network management (Agranoff and McGuire, 2001; Järvensivu and Möller, 2009) by using Social Network Analysis (Bonacich, 1987; Borgatti and Forster, 2003; Cross, Parker and Borgatti, 2002) and additional qualitative data. We study the structure of the network to understand the success or failure of the studied networking process and its management. We divide our findings into three managerial and theoretical contributions. Firstly, we suggest that a network should foremostly concentrate on the development of the network before allocating majority of the time and resources to the development of the substance. Development of the substance refers to, for example new innovative services for elderly care or product development in gaming industry. The development of the network instead refers to the creation of trust and commitment. We comprise the findings into a framework of evaluating collabo...

Production Planning & Control, 2011

2014

Recent studies underline the rethinking of the innovation model. The traditional approach, based on the creation of new ideas in a centralized Research – Development department and the implementation of results at small scale isn’t at 21st century’s level anymore. This research paper will present the innovation that is brought to market through networks of niche companies, with unique capabilities that opera?te in an organized way. This new model requires from the companies the development of different skills and the ability to collaborate with business partners for the creation of innovational synergy. There are some less-inspired approaches of the issue, like: the approach focused on cutting costs (underestimating the strategic role of worldwide communication/collaboration); the approach of collaboration in an inefficient way(one way relationship) and the suboptimal capitalization of cooperation opportunities (direct translation to globally connected companies). In antithesis, com...

IFIP Advances in Information and Communication Technology, 2011

Innovative forms of collaborations between companies have been proposed and modelled in literature in recent years. There is an increasing demand in the industrial world for concretely implement this new forms of collaborations. For example, demand often comes from pre-existent form of clusters or consortiums, which want to evolve to more efficient forms of collaboration. On the basis of a methodology whose guidelines have been proposed in a previous work by authors , the paper illustrates the steps and the tools utilized to analyze potential pool of partners in order to identify the type of long term Collaborative Networked Organizations (CNOs) alliance that would bring highest benefits to the partners. Three different forms of innovative CNOs are considered: the Virtual organizations Breeding Environment (VBE), the Virtual Development Office (VDO) and the T-Holding. The application of the proposed methodology is described in the case of a traditional industrial cluster of the metal-mechanic industry in Italy.

Proceedings of PROLAMAT 2006, IFIP Int. Conf. On Knowledge Enterprise – New Challenges, Shanghai, China, Jun 2006, Springer.

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.

2008

It is now an accepted fact that in the 21st century competition will be between networks of organisations and individuals, which efficiently and effectively integrate their competencies and resources in order to compete in a global economy (Bititci et al, 2004). Similarly the SME’2000 conference, which was held in Bologna, conclude that “SMEs belonging to networks are often more competitive and innovative than those operating in isolation. When working together, SMEs can increase their focus through specialisation in functions that are complementary within their networks”.

Collaborative Systems for Production Management, 2003

A new development of e-business/e-commerce is the emphasis on collaboration aspects and collaborative interactions rather than external transactions. The resulting business model has recently been called 'collaborative commerce' or 'c-commerce'. Various studies have shown the large potential of these enterprise strategies. Consequently enterprises will have to adopt approaches such as "collaborative commerce" (or "c-commerce") to remain competitive in most industry segments. C-commerce should be considered a business model rather than a solution that can be offered by vendors. It benefits an enterprise by extending the enterprise's visibility and cooperation throughout the value chain, thereby contributing to the realisation of virtual enterprises. C-commerce requires systems that enable enterprises to share information and collaborate in communities of interest. This paper discusses collaboration in value creating networks and positions and clarifies c-commerce. Some challenges and objectives for the next 3-5 years in c-commerce are presented.