A metric for collaborative networks

The objective of this paper is to provide a metric that could be used to define success in acollaborative network. Design/methodology/approach - The methodology of this research consists of four stages: Review, Constructing, Testing and Description. Review stage comprised of a critical review of theliterature in order to understand the characteristics of collaborative network organisations and thereasons behind the successes and failures in collaborative networks. Construction stage resulted indevelopment of a metric for collaborative networks. Testing stage tested the model through case studyin a collaborative networks organisation. The outcome of the case study was discussed at thedescription stage to assess usability and usefulness of the metric for participants in turn to generatec onclusions

To outsource or not to outsource!

In this article we will take a look at the phenomena of outsourcing as an overarching business concept that is, in short, about contracting of a specific bit of our business to a third part organisation. Consequently, outsourcing is a natural part of the make, share or buy continuum, as illustrated in Figure 1. We would, therefore, argue that outsourcing is not a new business phenomena as it has been commonly practiced since the early times of industrialisation, even though recently it has been enjoying renewed attention fuelled by the globalising forces

Strategic operations framework for disassembly in remanufacturing

Studies on disassembly for remanufacturing using strategic perspectives have been overlooked in current studies. This research uses a strategic approach to examine how product, process and organisational designs affect disassembly strategies for different remanufacturer types. Three companies consisting of two automotive and one jet engine remanufacturer were selected as subjects. A case study approach using qualitative data was adopted to examine how remanufacturers design their disassembly strategies. The analysis revealed that the two major factors influencing disassembly strategies are product complexity and the stability of core supply. It also determined and grouped the factors that affect disassembly within remanufacturing

Human resource strategy in disassembly for remanufacturing

Studies on product disassembly for remanufacturing using strategic perspective have been overlooked in current studies. This research uses a strategic approach to examine how product, process and organisational design affect disassembly strategies among different remanufacturers. Three companies that consist of two automotive and one jet engine remanufacturers have been selected as subjects. A case study approach using qualitative data has been adopted to examine how remanufacturers design their disassembly strategies. Our analysis revealed that the two major factors influencing disassembly strategies are product complexity and the stability of supply of cores

Delivering sustained performance through a structured business process approach to management

Purpose:- This paper aims to demonstrate the performance benefits of adopting a business process perspective to managing a business and, through grounded research, propose a revised business process architecture which builds upon recent advances in business process thinking. Design/methodology/approach:- A brief review of business process terminology and architecture is presented. A set of perspectives is developed which is used to structure summary field notes from grounded research conducted in a UK manufacturing plant of a Fortune 500 corporation. A management system model of the case study company is proposed which in turn is used to modify the existing business process architecture. Findings:-Business management processes are modelled and analysed as observed in the field and compared to recent models of 'Manage' Processes - it is discovered that Manage Processes have an architecture which is core to their ability to sustain competitive advantage. It is also shown that adopting a business process architecture perspective when direction-setting and controlling the business can deliver superior business performance and sustained delivery of value. Research limitations/Implications:-The model is developed from grounded research in one organisation only and therefore requires further testing by means of further case studies (although steps are taken to ensure initial validity of the model). Also, the model is still relatively high level and the further case studies should be used to create more detailed practice models for the processes. Practical implications:- The model developed is sufficiently generic to be tested with other organisations, and with the addition of further case studies a useful maturity model workbook could be created. This could aid practitioners in the analysis and improvement of the performance management process from a business process architecture perspective. Originality/value:- This is the first analysis of recent 'Manage Process' models from an in depth, grounded approach and a new 'Manage Process' architecture is proposed. Keywords:- Performance Management, Business Process Architecture, Manage Processes, Grounded Research Paper Type:- Case Stud

Creating and sustaining competitive advantage in collaborative systems:the what and the how

Initially this paper asks two questions: In order to create and sustain competitive advantage through collaborative systems WHAT should be managed? and HOW should it be managed? It introduces the competitive business structure and reviews some of the global trends in manufacturing and business, which leads to focus on manage processes, value propositions and extended business processes. It then goes on to develop a model of the collaborative architecture for extended enterprises and demonstrates the validity of this architecture through a case study. It concludes that, in order to create and sustain competitive advantage, collaborative systems should facilitate the management of: the collaborative architecture of the extended enterprise; the extended business processes and the value proposition for each extended enterprise through a meta level management process. It also identifies areas for further research, such as better understanding of: the exact nature and interaction of multiple strategies within an enterprise; how to manage people/teams working along extended business processes; and the nature and prerequisites of the manage processes

Towards a mixed method approach for the multidisciplinary investigation of management processes

This paper presents the development of a mixed methods approach by a multidisciplinary group of academics to understand and so model management processes with a view to enabling informed management decision making. Considering management processes as one of three categories of business processes (CIMOSA Standards Committee, 1989), the literature in this area is reviewed to identify current management modelling techniques. The researchers conclude that these do not adequately address both the 'hard' and 'soft' characteristics of management processes as well as the methodological viewpoints of the group. The development of a mixed method approach designed to address these issues is presented, along with an explanation of its application in practice. The paper concludes with a critical evaluation of the method and outlines future developmental work planned by the research group. The value in this approach is that it informs both academia and the business community by proposing a transparent and repeatable method of understanding the subjective topics of management practices and processes that is grounded in both a priori theory and practical data

Measuring and Managing Performance in Extended Enterprises

Purpose - The purpose of this research paper is to demonstrate how existing performance measurement may be adopted to measure and manage performance in extended enterprises. Design/methodology/approach - The paper reviews the literature in performance measurement and extended enterprises. It explains the collaborative architecture of an extended enterprise and demonstrates this architecture through a case study. A model for measuring and managing performance in extended enterprises is developed using the case study. Findings - The research found that due to structural differences between traditional and extended enterprises, the systems required to measure and manage the performance of extended enterprises, whilst being based upon existing performance measurement frameworks, would be structurally and operationally different. Based on this, a model for measuring and managing performance in extended enterprises is proposed which includes intrinsic and extrinsic inter-enterprise coordinating measures. Research limitations/implications - There are two limitations this research. First, the evidence is based on a single case, thus further cases should be studied to establish the generalisibility of the presented results. Second, the practical limitations of the EE performance measurement model should be established through longitudinal action research. Practical implications - In practice the model proposed requires collaborating organisations to be more open and share critical performance information with one another. This will require change in practices and attitudes. Originality/value - The main contribution this paper makes is that it highlights the structural differences between traditional and collaborative enterprises and specifies performance measurement and management requirements of these collaborative organisations

Creating and Managing Value in Collaborative Networks

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 that 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