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Uniting Diverse Organizations
Networks are made up of organizations. Often a central unit, or \"Network Administrative Organization\" (NAO), manages an entire network of organizations that collaborate to achieve an overall network-level goal. Goal-directed networks are those that come together to achieve a shared objective, in addition to the individual organization-specific goals. This book's focus is on the management of goal-directed networks.
Despite the fact that formalized goal-directed interorganizational networks have become extremely popular in the public and nonprofit sectors, as many social problems require concerted action, publications on managing goal-directed networks do not exist. In this book, author Angel Saz-Carranza examines four networks that differ by size, scope, and geographical location. He offers a novel and innovative framework focusing on networks' inherent internal tensions between unity and diversity, paralleling the differentiation/integration tension found in organization theory, which has not previously been applied to interorganizational networks.
eBook
Management of an inter-firm network
This book focuses especially on financial and/or managerial accounting aspects of inter-firm network in three phases: (1) strategy for forming the inter-firm network; (2) management control of inter-firm network; and (3) task control of production, sales and logistics of inter-firm network.
eBook
Above the Clouds
Above the Clouds: Managing Risk in the World of Cloud Computing acts as a primer and strategic guide to identify Cloud Computing best practices and associated risks, and reduce the latter to acceptable levels. From software as a service (SaaS) to replacing the entire IT infrastructure, the author serves as an educator, guide and strategist, from runway to getting the organization above the clouds. Valuable tips on how to choose your provider of Cloud Services are also offered.
eBook
The ripple effect : networking for success
'How did you get where you are today?' At public speaking events, this is the most frequent question young professionals ask former Ontario politician David Tsubouchi and governance and communications consultant Marc Kealey. The answer: it is impossible to succeed alone. A friend once said, 'A better network equals a better net worth.' This is not to say networking is purely transactional or about how many people one knows: networking is about building relationships based on mutual respect and trust so everyone involved can thrive. Tsubouchi, Kealey, and 18 other accomplished and prominent Canadians have come together to share their stories and advice on networking for success. They represent people from different sectors who started with nothing and faced more barriers than others because of their gender, ethnicity, and/or immigrant status.
BOOK
Digital Governance
Digital Governance provides managers with a simple and jargon-free introduction to the impact that digital technology can have on the governance of their organisations. Digital technology is at the heart of any enterprise today, changing business processes and the way we work. But this technology is often used inefficiently, riskily or inappropriately. Worse perhaps, many organisational leaders fail to grasp the opportunities it offers and thus fail to “transform” their organisations through the use of technology.
This book provides an explanation of the basic issues around the opportunities and risks associated with digital technology. It describes the role that digital technology can play across organisations (and not just behind the locked doors of the IT department), giving boards and top management the insight to develop strategies for investing in and exploiting digital technology as well as arming them with the knowledge required to ask the right questions of specialists and to detect when the answers given are evasive or irrelevant.
International in its scope, this essential book covers the fundamental principles of digital governance such as leadership, capability, accountability for value creation and transparency of reporting, integrity and ethical behaviour.
eBook
Contextual effects on the LSS implementation in networked service environments
PurposeThe purpose of this paper is to investigate the contingency effects that contextual factors of a networked service environment have on the phased Lean Six Sigma (LSS) implementation frameworks.Design/methodology/approachThis paper employs the critical realism (CR) case study research methodology to examine the contingent and causal relationships between contextual configurations of business networks, the DMAIC or PDCA phases in an LSS implementation agenda, and business management functions. The authors conducted a single case study on the basis of challenges they met in kicking off lean transportation in the Port of Houston.FindingsThe key finding from the study is a mid-range theory regarding the contingency effects of contextual factors of service business networks on the phased LSS implementation frameworks. The authors found that when there are complexity and dynamics of contextual factors at the field layer, management should focus more on tasks in early LSS phases to emphasize influencing. When there is no centralized authority in the network and the value-system is loosely coupled, management needs to execute more tasks as described in the define, measure and analyze phases with the purpose of both influencing and orchestrating. When individual actors have goals not aligned well with the goal of the business network and have unmatched operations capabilities, these factors should be considered as early as possible in these LSS phases. When a business network has complicated business processes with high unpredictability and uncertainty and individual actors’ value-creation systems are not well embedded in the entire value-creation system, PDCA will be the preferred core structure of an LSS implementation agenda.Research limitations/implicationsThis study contributes to the LSS research stream by introducing a causal/contingency model that prescribes the contingency effects of three contextual configurations on LSS implementation. It also contributes to the emerging discipline, business network management, regarding how to use LSS frameworks in strategic planning. It also contributes to the CR school of problem-driven case study by using a strategic initiative framework as a platform and each phase in the framework as a unit. This conceptualization of the entity of interest helps explore the interactions among three theoretical constructs: contextual configurations, phased LSS implementation agenda and management functions.Practical implicationsManagerial implications of this study are twofold. One is the procedure of analyzing the impacts of contextual factors on the causal relationships between LSS implementation phases and network management functions. The entire procedure represents the agenda-setting process of LSS implementation, the most daunting and challenging managerial task in LSS projects. Another one is the guideline on how to determine whether DMAIC or PDCA is appropriate for the LSS agenda when used in a networked environment.Originality/valueThis paper would serve as an excellent resource for both academicians and LSS practitioners in initiating, orchestrating and managing an LSS project in a networked service environment. This study represents the first effort to explore the impact of contextual factors of business networks on lean transformation.
Journal Article