Coordination and partnering structure are vital domains in collaborative business-IT alignment: Elaborating on the ICoNOs MM

Current business-IT alignment (B-ITa) maturity models are oriented to single organizations and fail in taking special characteristics of collaborative networked organizations (CNOs) into account, such as the need for considering domains like coordination and partnering structure. In this paper, we elaborate on these two domains which are included in our IT-enabled Collaborative Networked Organizations Maturity Model (ICoNOs MM)

Towards technological rules for designing innovation networks: a dynamic capabilities view.

Inter-organizational innovation networks provide opportunities to exploit complementary resources that reside beyond the boundary of the firm. The shifting locus of innovation and value creation away from the “sole firm as innovator” poses important questions about the nature of these resources and the capabilities needed to leverage them for competitive advantage. The purpose of this paper is to describe research into producing design-oriented knowledge, for configuring inter-organizational networks as a means of accessing such resources for innovation

Towards a business-IT alignment maturity model for collaborative networked organizations

Aligning business and IT in networked organizations is a complex endeavor because in such settings, business-IT alignment is driven by economic processes instead of by centralized decision-making processes. In order to facilitate managing business-IT alignment in networked organizations, we need a maturity model that allows collaborating organizations to assess the current state of alignment and take appropriate action to improve it where needed. In this paper we propose the first version of such a model, which we derive from various alignment models and theories

Investigating the impact of networking capability on firm innovation performance:using the resource-action-performance framework

The author's final peer reviewed version can be found by following the URI link. The Publisher's final version can be found by following the DOI link.Purpose The experience of successful firms has proven that one of the most important ways to promote co-learning and create successful networked innovations is the proper application of inter-organizational knowledge mechanisms. This study aims to use a resource-action-performance framework to open the black box on the relationship between networking capability and innovation performance. The research population embraces companies in the Iranian automotive industry. Design/methodology/approach Due to the latent nature of the variables studied, the required data are collected through a web-based cross-sectional survey. First, the content validity of the measurement tool is evaluated by experts. Then, a pre-test is conducted to assess the reliability of the measurement tool. All data are gathered by the Iranian Vehicle Manufacturers Association (IVMA) and Iranian Auto Parts Manufacturers Association (IAPMA) samples. The power analysis method and G*Power software are used to determine the sample size. Moreover, SmartPLS 3 and IBM SPSS 25 software are used for data analysis of the conceptual model and relating hypotheses. Findings The results of this study indicated that the relationships between networking capability, inter-organizational knowledge mechanisms and inter-organizational learning result in a self-reinforcing loop, with a marked impact on firm innovation performance. Originality/value Since there is little understanding of the interdependencies of networking capability, inter-organizational knowledge mechanisms, co-learning and their effect on firm innovation performance, most previous research studies have focused on only one or two of the above-mentioned variables. Thus, their cumulative effect has not examined yet. Looking at inter-organizational relationships from a network perspective and knowledge-based view (KBV), and to consider the simultaneous effect of knowledge mechanisms and learning as intermediary actions alongside, to consider the performance effect of the capability-building process, are the main advantages of this research

A role-based perspective on leadership as a network of relationships.

The research described in this article seeks to address the question of the extent to which a role-based perspective can provide insight into the distributed and networked form of leadership

Reinventing the university

In view of the discernible trends in Higher Education towards increased numbers, increased diversity and expectations of students, declining resources, increased competition between providers and increasingly irregular patterns of student attendance, there is a need to establish new ways of delivering and supporting teaching and learning. The convergence of different media into a single networked digital domain, and the rapidly expanding accessibility of such media, both driven by market forces, is tempting many HE institutions to develop an online presence. True ‘virtual universities’, i.e., completely online, are still the exception and there are strong reasons why traditional, face‐to‐face, universities should resist the pressure to develop a virtual alter ego. Nevertheless, online delivery and support of teaching and learning offers many potential benefits to students of such institutions, not least of which could be freedom from the constraints of conventional attendance patterns

Networked by design: can policy constraints support the development of capabilities for collaborative innovation?

While there has been some recent interest in the behavioural effects of policies in support of innovation networks, this research field is still relatively new. In particular, an important but under-researched question for policy design is “what kind of networks” should be supported, if the objective of the policy is not just to fund successful innovation projects, but also to stimulate behavioural changes in the participants, such as increasing their ability to engage in collaborative innovation. By studying the case of the innovation policy programmes implemented by the regional government of Tuscany, in Italy, between 2002 and 2008, we assess whether the imposition of constraints on the design of innovation networks has enhanced the participants’ collaborative innovation capabilities, and we draw some general implications for policy