C.Hahn

F. G.Goethals

H.Mintzberg

H.Smith

J. D.Thompson

J.Champy

J.Womack

M.Christopher

M.Hammer

M.Leenders

M.Subramani

P.Wickens

R.Fisher

T.Davenport

Y.Monden

Networks of companies can use a range of configurations to create inter-organizational processes. Problems become apparent when partnering companies decide to set them up. Those problems take a different form in centralized and decentralized inter-organizational process-integration scenarios. This chapter identifies eight process issues to be taken into account when evaluating inter-organizational integration configurations: difficulties to identify when a task should be executed, understanding what a task does exactly, agreeing how to trigger tasks, distributing investments among parties, delivering appropriate service levels, preserving value of the inter-organizational process, process ownership clarity, and managing in the frame of changing relationships. Examples are given of how problems arise in a completely centralized and in a completely decentralized inter-organizational process integration scenarios.</jats:p

Frank G. Goethals

David J. Newlands

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Critical Issues to Consider when Evaluating Inter-Organizational Process Integration Configurations

Critical Issues to Consider when Evaluating Inter-Organizational Process Integration Configurations

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