The Social Technology Network: Analysis of the Articulation in Light of the Social Management Concept

The so-called Social Technology Network was a network articulation that gathered more than 900 organizations (as NGO´s, Associations, and Cooperatives) that proposed to organize, articulate and integrate themselves with the purpose of promoting sustainable development through the diffusion and scale reapplication of social technologies. In light of the Social Management theoretical approach, the objective of this study was to analyze this complex articulation that lasted from 2005 to 2011. A historical survey was carried out and the analytical categories of territoriality and interorganization were adopted to understand the articulation. This exploratory, descriptive, qualitative-interpretative study mobilizes different data collection techniques and primary and secondary sources. As a result, we identified that more than R$430 million were invested in projects for the reapplication of 19 social technologies and R$ 8 million were invested in diffusing the theme and social technologies in general. In the process of interorganization, we verified the consolidation of two instances: the first one is the Coordinating Committee as a deliberative body, and the second one, the National Forums as a propositional channel for another 900 institutions. In spite of the enormous plurality, we concluded that the Social Technology Network was a movement that worked essentially according to the strategic objectives of the supporting institutions that were part of the coordinating committee. Regarding the process of valorization of territorial aspects, despite defining macro-regional areas of action, it was not possible to verify that it acted effectively in a context of local valorization and development

THE “DARK” AND THE “BRIGHT” SIDES OF POWER IN SUPPLY CHAIN NETWORKS

One of the prerequisites for a supply chain network is the existence of a focal company, which possesses power to coordinate the network in order to realize its strategic objectives. Power represents one of the major elements of the supply chain management and seems to have been treated in the literature in contrasting ways from the two sides “dark” and “bright”. Using literature review we examine how these sides of power affect supply chain management from the viewpoint of the focal company with specific attention to coordination and cooperation issues and whether it can be used as a tool to promote the overall supply chain effectiveness.Supply Chain Networks, Supply Chain Management, Power, Focal Company, Agribusiness,

Different Attacks in the Network: A Review

Network security is protection of the files which can be stored information in network against hacking, misuse. Network security involves the authorization or access to data which is controlled by the network administrator. Users are assigned an ID and password or other authenticating information that allows them access to information and programs within their authority. Today anyone person can become a hacker which downloading tools from the internet. Nowadays security is becoming vital in case of networking because everyday a new kind of attack is generated which leads to compromise our network and have security in network is decreasing because of increase in number of attacks. In this paper we have shown the comparison between different types of attacks in a network in a tabular form

Chief Executive Officer (CEO) Tenure in Initial Public Offering (IPO) Firms: An Event History Analysis of the Determinants of Turnover

Relying on network theory and power dependence theory, we develop a series of hypotheses that focus on determinants of Chief Executive Officer (CEO) turnover in IPO firms. We studied CEOs who had been with their companies at the IPO with a sample of 120 firms. The results indicate that having outsiders on the board of directors, selling shares at the time of the IPO, and being a part-time CEO all increase the risk of CEO turnover. CEO tenure at the time of the IPO, however, reduces turnover. Contrary to what we expected, being the founder of the company has no effect on CEO turnover

The Face of Corporate Leadership: Finally Poised for Major Change?

When, several decades ago, interested observers began commenting on the absence of women and minorities from corporate boardrooms and executive suites, there was not much data on the role of women in the national economy, little benchmarking, and few efforts to make the business case for breaking down the barriers that had been excluding women from positions of corporate power. Since that time, academic researchers and activists from many venues have produced a wealth of data, arguments for diversifying corporate leadership, and strategies and resources designed to create opportunities for women and minorities to advance to those positions. And yet, in 2006, the face of corporate leadership in the United States remains essentially unchanged: white and male. After describing the current landscape, this article analyzes the strength of the foundation for change that has been laid in recent years and points to some current trends that may portend a significant acceleration of the glacial pace at which women have been taking seats on boards and in executive offices. Whether the “tipping point” will occur within the next several years is unclear. What is certain, however, is that growing dissatisfaction with the performance of corporate leaders is creating more pressure for change and, consequently, a greater likelihood of expanded opportunities for those groups of outsiders whose talents have been ignored for too long. Indications that women are starting to take advantage of those opportunities — for themselves and for other women — are a hopeful sign that the face of corporate leadership may change dramatically in the years ahead

The Impact of E-Procurement on the Number of Suppliers: Where to Move to?

This paper examines how electronic procurement influences the organization of economic transactions. It seeks evidence for ICT-induced changes in how companies organize their activities and whether ICT lead to more competitive and transparent markets. Testing the relationship between the effect of electronic procurement on procurement cost and sourcing strategy, I provide new evidence that electronic procurement leads to more market transactions. This leads to the conclusion that electronic procurement increases market transparency, lowers search and supplier switching costs and improves the management of supply chain and contradicts the predictions that ICT will lead to a dominance of network-like organizational form and an increasing reliance on hybrid forms of organizing economic transactions. Two implications emerge from these results. The first one is relevant for companies engaging in ICT projects. ICT combined with changes in business strategy leads to a reduction of market transaction costs and, as a result, opens up new possibilities in terms of how business activities can be organized and/or how to structure competition in upstream markets. This effect of new technologies is of clear benefit to companies successfully implementing and using new technologies. The second implication is of great importance for companies whose customers implement ICT to intensify competition among suppliers. Changing environment forces them to adapt to new market conditions and look for new ways of maintaining profitability.information technology and firm boundaries, markets vs. hierarchies, sourcing strategy, electronic procurement

Competing through Flexible Organizations and Effective Communication

1noopenopenP. SILVESTRELLISilvestrelli, Patrizi

Does Partnering Pay Off? - Stock Market Reactions to Inter-Firm Collaboration Announcements in Germany

The dramatic increase in interorganizational partnering in the last two decades raises questions for scholars and managers regarding the value impact of inter-firm collaborations. Using event study methodology, this paper tests whether stock market reactions differ when a collaboration formation or termination is announced. In addition, the study provides an in-depth analysis of potential determinants of stock market reactions to collaboration formation announcements. The sample consists of 1037 announcements in German stock markets from 1997 to 2002. The results show that an unexpected termination announcement decreases firm valuation, and a formation announcement increases firm valuation. Further, certain collaborations are more favorable than others, depending on firm industry, age, size, collaboration constellations, and equity versus non-equity investment in partner firm. The results open avenues for further research on partnering strategies

Interorganizational relationships : the transition of special education students to adult human services.

Theory and research regarding interorganizational relations (IOR) can be applied to many situations in the field of human service delivery. An example of IOR in public human services occurs in the transition of special needs students from special education programs to adult human services. In the Commonwealth of Massachusetts the transitional process is defined by legislation entitled Chapter 688. This research examines Chapter 688 from the conceptual framework of IOR theory. It examines some of the issues and problems involved in the implementation of IOR in the transition process. The organizational domain is delimited to include four key Chapter 688 organizations (agencies): public schools, rehabilitation commission, department of mental health, and department of mental retardation. Local (area) directors of each organization completed a survey questionnaire containing three parts; knowledge of Chapter 688, attitudes toward Chapter 688 and IOR, and the Klonglan Scale (a measure of intensity of IOR). Information on actual referral patterns and IOR in Chapter 688 was obtained through document analysis of Individual Transition Plans, ITP, and State data base files on Chapter 688 referrals. The results of the study indicated that the local area directors of the target agencies involved in the Chapter 688 interorganizational relationships, IOR, have a good working knowledge of the law. The area directors are of the opinion that the components of Chapter 688 implementation are satisfactory. They value IOR as a means of improving services, but need to develop a clearer idea of IOR. The area directors\u27 description of the intensity of IOR in the Klonglan Scale is not substantiated in terms of participation in ITP meetings and/or ITP services. Lastly, the local area directors identify the following barriers to interorganizational relationships: inadequate funding, lack of coordination of funding, lack of goal clarity and uniformity, and insufficient knowledge of, and trust in, other agencies