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Aim of the present monograph is the economic analysis of the role of MNEs regarding globalisation and digital economy and in parallel there is a reference and examination of some legal aspects concerning MNEs, cyberspace and e‐commerce as the means of expression of the digital economy. The whole effort of the author is focused on the examination of various aspects of MNEs and their impact upon globalisation and vice versa and how and if we are moving towards a global digital economy.

This paper aims to focus on managing networks within destinations, or destination network management. The purpose is to provide a conceptual definition of the term.

Destinations are seen as networks, and networks are approached from a strategic perspective. Reviewing and drawing on the literature on destination management, tourism networks, strategic networks and strategic management the paper proposes a concept that could be of use in analyses of network management.

It is suggested that managing is a value‐creating activity embedded within a network, and that there are two approaches to network management: strategic management and the coordination of cooperation among the actors involved.

The paper is conceptual in nature. The authors intend to test the developed hypothesis in empirical case studies in the near future.

The paper contributes to the literature on destination management in proposing a novel concept of destination network management, and introducing a dynamic, activity‐oriented approach as opposed to the actor‐focused destination management organization (DMO) view.

The purpose of this study is to understand how women as small‐business owners build good internal and external relations and to what extent they develop their businesses and contribute to community development.

This longitudinal study is ongoing. In the first broader study, personal interviews were made with 30 women business owners. To get a deeper understanding a case study was carried out with four of them. The result of this study was a typology with two categories.

The paper finds that the category Visionary entrepreneurs are genuine entrepreneurs and they work in teams within the company and also have a network around their business. The team‐oriented way of working develops their business as well as society. The dynamic process that supports the team is both stable and flexible and through openness, testing new ideas and discrediting habits, small changes take place all the time. The Visionary entrepreneurs represent a modern business role and are socially gifted. The Managing leaders, the other category representing a more traditional way of doing business, have not been able to create a team within the company or a network around it that could develop the business.

Modern business management is characterised by a team‐based way of working. Building relations with customers, partners and employees takes time and much effort and you have to meet and communicate.

The internal team in a small business, or a network that is team‐oriented, is not often the subject of research. The team‐oriented working method, supported by a dynamic process, develops the business and helps to renew society.

This article is about managing industrial buyer‐supplier relations as seen from the customer perspective. Two successful examples of supplier network management are described, and the limits to broader applicability of these supply management principles discussed. Next the focus is on managing the dyadic relation. Contributions from four of the most influential groups of researchers on the subject are overviewed. Empirical findings from a case study from industry are presented, leading to a short conceptual presentation of an alternative supply management approach. The empirical contribution comes from two case studies carried out at the Danish industrial company Danfoss Drives, which produces frequency converters and is a division of the Danfoss industrial corporation. One case study is about the characteristics of a supplier network supplying aluminum components to Danfoss Drives. The other is about the evolution of one of the industrial buyer‐supplier relations in the aluminum network – between Danfoss Drives and a supplier of extruded aluminum components.

This paper presents an argument that it is possible for an organisation to manage networks, but understanding this involves consideration of what is meant by “managing”. Based on prior research and data from a major longitudinal action research study in the health sector, the paper describes six network management roles: network structuring agent; co‐ordinator; advisor; information broker; relationship broker; innovation sponsor. The necessary “assets” for effective performance of these roles are identified, in particular those relating to team competence. The findings enrich and significantly develop previous work on network management roles and activities, and their influencing factors. It is concluded that, given the specific nature of the networks studied, further research is required to evaluate the generalisability of the findings, though initial indications are promising.

The purpose of this paper is to investigate how different types of triad structures, and the management mechanisms adopted by the focal company, affect cooperative performance.

This paper uses a social network perspective to examine the triad management phenomenon in the military avionics maintenance context, which is closely associated with the field of operations management.

This paper demonstrates that different triad structures and management mechanisms influence perceived cooperative performance. Four main findings emerged: in a triad, a firm playing a bridging role perceives higher cooperative performance than when playing a peripheral role in the triad or being located in a fully connected triad. When a firm plays the bridging role in a triad, and has a high level of trust, this leads to higher perceived cooperative performance. When a firm plays a peripheral role in a triad, high levels of coordination mechanism combined with high levels of trust result in higher levels of perceived cooperative performance. In a fully linked triad, when the coordination mechanism is well developed, the level of trust is high, so that the resulting level of perceived cooperation is high.

This paper extends the knowledge of triad management by providing an in‐depth study of a well‐defined network setting with exceptionally high‐level access to the most senior executives. In practice, this paper shows how to manage different triads.

This paper aims to improve understanding of how to manage global network operations from an engineering perspective.

This research adopted a theory building approach based on case studies. Grounded in the existing literature, the theoretical framework was refined and enriched through nine in‐depth case studies in the industry sectors of aerospace, automotives, defence and electrics and electronics.

This paper demonstrates the main value creation mechanisms of global network operations along the engineering value chain. Typical organisational features to support the value creation mechanisms are captured, and the key issues in engineering network design and operations are presented with an overall framework.

Evidenced by a series of pilot applications, outputs of this research can help companies to improve the performance of their current engineering networks and design new engineering networks to better support their global businesses and customers in a systematic way.

Issues about the design and operations of global engineering networks (GEN) are poorly understood in the existing literature in contrast to their apparent importance in value creation and realisation. To address this knowledge gap, this paper introduces the concept of engineering value chain to highlight the potential of a value chain approach to the exploration of engineering activities in a complex business context. At the same time, it develops an overall framework for managing GEN along the engineering value chain. This improves our understanding of engineering in industrial value chains and extends the theoretical understanding of GEN through integrating the engineering network theories and the value chain concepts.

Companies organize in a way that involves more and more activities that are external to the traditional organizational boundaries and as a consequence managing operations contains more and more issues and actions dealing with external networks. Hence new challenges face managing operations. The perspective raised here may be called a shift from an enterprise to an extraprise. This article analyzes this changing operations context with the aim of identifying important issues in operations management in academia as well as in practice and concludes by proposals and hypotheses for future research.

Public policy which controls and seeks to correct employment discrimination is now in its fourth decade in the USA. Organizations have made strides in complying with such policies through their hiring practices and in employee development and training programmes. While laws such as the Civil Rights Act and programmes such as EEO and AA have high aims and lofty claims, in practice they miss the mark in organizations. Research indicates that the nature of the work relationship is constrained by both network and hierarchical forms of organization. Suggests that policy is predicated only on the latter and that innovation may lie in the former. Finds that understanding and managing the networks in organizations may be used to augment existing programmes in achieving non‐discriminatory or “fair” employment practices.

The purpose of this paper is to discuss the support network organisations between local government, non‐government organisations (NGOs) and community groups in post‐disaster management.

The paper takes the form of an exploratory case study which concentrates on the Bantul district, Indonesia. The Bantul local government, located in Yogyakarta Provincial Indonesia, was selected as a case study because it had experience in managing post‐disaster conditions after the 2006 earthquake. Data were gathered through in‐depth interviews with 40 key informants with knowledge about the case.

The research revealed that this local government has made significant achievements in managing network organisations for logistic and humanitarian aid implementation. Inter‐organisational networks, citizen‐to‐organisation networks and organisation‐to‐citizen networks have become prominent resources for local government in managing a disaster because they address the lack of local government capability through negotiated efforts or partnership with other government levels, social institutions, non‐profit sector organisations and the community, in order to mobilize and utilize available capacity effectively.

This paper presents lessons learnt from local government in organising the support network for logistic and humanitarian aid to respond to disasters.