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Given the increased importance of inter‐organizational networks in fostering innovation, the purpose of this paper is to isolate drivers of the adoption of inter‐organizational systems (IOS) that support innovation processes.

Based on qualitative research incorporating a focus group and in‐depth interviews, a network framework is provided for understanding key drivers concerning IOS adoption.

The research uncovers factors for facilitating coordination and communication efficiencies and outlines the roles that trust and commitment can play in managing innovation within networks through IOS use.

To enhance our understanding of innovations that are entrenched in networks of heterogeneous actors, this research contributes by employing an interdisciplinary approach as it applies network and relationships marketing literatures to the IOS adoption in innovation settings.

The paper advances theory development on innovation management and technology adoption by offering a network framework, a shift from extant literature's predominant focus on individual and organizational levels.

The purpose of this paper is twofold; first, to investigate whether the manufacturing specializations of network plants fulfilling similar strategic plant roles (Ferdows, 1997) are common in type. Second, to examine current strategic manufacturing network management practice and develop a map of this process.

Three multisite manufacturing businesses participated in this case research. The first phase of the study consisted of an initial visit made to the headquarters of each firm to be briefed on its manufacturing network strategy and to collect company manufacturing performance data. Visits were then made to 11 network plants to collect site manufacturing performance data and to research the manufacturing specialization of each site and the degree of autonomy of its management team. The second phase of the research comprised a number of additional visits to the headquarters of one of the three case study firms to investigate the process employed to downsize its existing manufacturing network capacity in response to a significant decline in customer demand.

Three common types of manufacturing specialization have been identified in the networks of plants studied and the case research findings have enabled the development of a process for manufacturing network strategy deployment.

The proposed process for the strategic management of a manufacturing network is based upon the findings of a single case study and thus the generalizability of the findings is limited.

Auditing the manufacturing specialization of network sites is an essential preparatory procedure for determining a manufacturing network strategy. How this information is used to facilitate the management of manufacturing network configuration and coordination and for manufacturing network strategy deployment is detailed in the paper.

A process map has been developed that includes a review of current network configuration and coordination policies, in combination, as these underpin manufacturing network strategy deployment. Such a process map has not been detailed previously in the literature.

In this chapter we develop a conceptual model describing how global teams do more than accomplish discrete tasks, and create “spillover coordination” effects by influencing the amount of work-related direct contact among team members outside the task boundaries of the team. We theorize that spillover coordination is the result of relational and cognitive social capital developed through team interaction. We also propose that the design of the team and the context in which it operates influence the degree to which social capital develops.

We develop a conceptual model including propositions that can be tested empirically. We suggest avenues for future research.

Our model proposes that teams are a more powerful cross-border integration mechanism than originally thought in existing literature in international management and organizational behavior, since they affect social capital that can benefit the broader MNE beyond scope of the task and after the team disbands. Our approach suggests that MNE managers should be mindful of global team spillover effects and intentional in the way they design global teams if those benefits are to be achieved.

Most research on global teams, and teams in general, does not look past the task and time boundary of the team. We expand the view of team effectiveness to encompass those dimensions.

The purpose of this paper is to present a simulation‐based evaluation method for the comparison of different organizational forms and software support levels in the field of supply chain management (SCM).

Apart from widely known logistic performance indicators, the discrete event simulation model considers explicitly coordination cost as stemming from iterative administration procedures.

The method is applied to an exemplary supply chain configuration considering various parameter settings. Curiously, additional coordination cost does not always result in improved logistic performance. Influence factor variations lead to different organizational recommendations. The results confirm the high importance of (up to now) disregarded dimensions when evaluating SCM concepts and IT tools.

The model is based on simplified product and network structures. Future research shall include more complex, real world configurations.

The developed method is designed for the identification of improvement potential when SCM software is employed. Coordination schemes based only on ERP systems are valid alternatives in industrial practice because significant investment IT can be avoided. Therefore, the evaluation of these coordination procedures, in particular the cost due to iterations, is of high managerial interest and the method provides a comprehensive tool for strategic IT decision making.

Reviewed literature is mostly focused on the benefits of SCM software implementations. However, ERP system based supply chain coordination is still widespread industrial practice but associated coordination cost has not been addressed by researchers.

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.

This chapter examines factors that maximize collaboration among various stakeholders with the purpose of health policy making in Turkey. The field research reveals that policy networks have been formed in the sub-areas of public health, healthcare construction, and health tourism in the years between 2011 and 2015. Content analysis of 24 semi-structured interviews with policy and professional experts is conducted to assess Network Collaborative Capacity, built upon three dimensions, namely, structural, relational, and institutional. The findings reveal that networks differ in their capacity to collaborate as well as their impact on policy making resulting in three distinct models of network policy making. In the cases under investigation, network impact takes the form of (a) policy innovation through expertise sharing and evidence-based policy making associated with particularly high levels of relational capacity; (b) policy effectiveness through contract enforcement within a clear legal framework associated with particularly high levels of institutional capacity; and (c) policy coherence through organizational-knowledge-sharing and actor coordination. Findings also suggest that institutionalization in the form of network embeddedness in the surrounding political and economic environment is crucial for maintaining a collaborative momentum as well as achieving policy effectiveness at the stage of policy implementation. Based on these findings, further studies should focus on the institutionalization of policy networks, particularly in those middle-income countries such as Turkey that aim and often fail to address various policy challenges through short-lived practices of multi-stakeholder action. Finally, this study emphasizes the importance of incorporating neo-institutional approaches to network analysis.

The purpose of this paper is to study the information support technologies of integrated production planning control for OEM (original equipment manufacturer) driven networked manufacturing systems, and offer implications to firms for implementing networked manufacturing.

OEM driven networked manufacturing and its operations modes and support technologies are first discussed. Then, integration framework of production planning and control is proposed and relative technologies are discussed. Finally, a case of the application of information support technologies in networked manufacturing is illustrated.

Both theory analysis and case experience show that information integration and sharing are critical for effective operations of OEM driven networked manufacturing and an integrated production planning and control system can benefit firms for successfully operating a networked manufacturing system.

It is valuable to develop and apply integrated production planning and control systems in OEM driven networked manufacturing, Firms should pay more attention to information sharing and communication with partners and utilize advanced information technologies to synchronize the operations of partners.

Integration framework of production planning and control proposed in this paper has originality and the technology strategies are also practical. Managerial ideas, technology framework and application strategies of integrated production planning and control are helpful for firms to implement OEM driven networked manufacturing.

The purpose of this paper is to identify and analyse how different ways of organising transport and logistics activities in construction impact on efficiency. The paper scrutinises three particular transport and logistics configurations: the de-centralised coordinated configuration, the on-site coordinated configuration and the supply network coordinated configuration.

Three configurations are derived from the literature and from case studies. The efficiency of the three configurations is analysed on three levels of analysis: the construction site, the supply chain, and across supply chains and construction sites.

The paper concludes that there are possibilities to enhance efficiency on all three levels of analysis by widening the scope of coordination beyond the individual construction site.

The analysis points to efficiency potentials in applying the supply network coordinated configuration, although this configuration puts high demands on collaboration amongst the actors involved.

The paper provides illustration, and explanation, of the efficiency potentials involved in the three configurations.

The purpose of this research is to detect, through applying a process-based view, how to manage economisation of the maintenance and modification operations in offshore petroleum logistics operations.

A single case study of engineering services, more specifically, maintenance and modification service operations, on a Norwegian Sea oil platform reveals the dynamics of building network capabilities in a consistent network structure. Two layers of coordination are studied: the engineering process and its context, represented by its network of interconnected firms. This case study empirically grounds how engineering service involves managing reciprocally interdependent exchange processes in the network structure.

Pooled interdependencies are vital in understanding the nature of service provision and use, and sequential interdependencies are vital in narrating the timing of processes to reveal the nature of process emergence to coordinate strings of production events. Furthermore, the network structure, when characterised by multiple interdependent projects, is also dynamic but at a slower pace.

Through the case study, operations management is revealed to be associated with project emergence at two levels: the core process level regarding daily continuous change, including the changing interaction of multiple different and interdependent projects, and the contextual level, where features of interdependency and integration change, affecting engineering service production. This provides guidance as to the economisation of engineering services. They change not only interactions in the flow of production but also its context.

This study aims to explore how social networks could be used in the measurement of transactive memory systems (TMS) or other team constructs and provide motivation for future analyses of TMS measurement.

TMSs describe the structures and processes that teams use to share information, work together and accomplish shared goals. This paper proposes the use of social network analysis in measuring TMS. This is accomplished by describing the creation and administration of a TMS network instrument and evaluating the relation of the proposed network measures, previous measures of TMS and performance.

Findings include that proposed network measures perform similarly to previously proposed, frequently used measures of TMS.

To the best of the authors’ knowledge, this is among the first papers to propose network measures for the evaluation of TMS.