Vesalainen / Valkokari / Hellström Practices for Network Management

In Search of Collaborative Advantage
1. Auflage 2017
ISBN: 978-3-319-49649-8
Verlag: Springer Nature Switzerland
Format: PDF
Kopierschutz: 1 - PDF Watermark

E-Book, Englisch, 348 Seiten

Reihe: Progress in Mathematics

Presenting 17 tools developed through rigorous design science research, this book bridges the relevance gap within network management. In so doing, it proposes a novel system-framework and establishes a path towards a networks-as-practice view on inter-organizational relationships. The systems-framework builds on three institutionalized business practices: Networks-as-coordinated social systems, Networks-as-knowledge-creating platforms, and Networks-as-value-generating entities. Through these tools, Towards Relational Business Practices intends to propose a new managerial praxis and provoke new and improved frameworks and models for network management. 

Autoren/Hrsg.

Vesalainen, Jukka

Valkokari, Katri

Hellström, Magnus

Inhaltsverzeichnis

1;Foreword;5
2;Contents;8
3;Notes on Contributors;12
4;List of Figures;18
5;List of Tables;21
6;1: Introduction;22
6.1; Engaged Scholarship in Network Management Studies;22
6.2; The Purpose of the Book: Novel Tools for Better Networking Praxis;25
6.3; Network Dynamics: A Systemic and Comprehensive Framework;28
6.4; Design Approach to Maximize Practical Relevance;31
6.5; Managerial Tools for Spanning Inter-organizational Boundaries;34
6.6; The Organization of the Book;36
6.7;References;36
7;Part I: Networks-as-Coordinated Social Systems;39
7.1;2: Introduction to Part I—Viewing Networks as Social Systems;40
7.1.1;References;45
7.2;3: Stakeholder Identification, Salience, and Strategic Mindset Analysis;46
7.2.1; Introduction;46
7.2.1.1; Stakeholder Theory: Who or What Really Counts?;46
7.2.1.2; Strategy: Business Environment, Mindset, and Rationality;47
7.2.2; Theoretical Background;49
7.2.2.1; The Theory of Stakeholder Identification and Salience;49
7.2.2.2; Network-Level Strategizing;53
7.2.2.3; Environmental Assessment Method;56
7.2.2.4; Strategic Mindset Identification Method;56
7.2.2.5; Summarizing the Stakeholder Identification and Network Strategy Co-creation Methods;58
7.2.3; Case: Transforming from Transactional Business to Solution Business;59
7.2.4; Conclusions;63
7.2.5;References;64
7.3;4: Leading Human Values in Complex Environments;65
7.3.1; Going Beyond the Planning-Monitoring-Reporting Axis;65
7.3.2; Project Leadership;66
7.3.3; Moving from Transactional to Relational Practices;67
7.3.4; The Theoretical Foundation of the Project Leadership Tool;69
7.3.5; Description of the Tool;71
7.3.6; User Comments;76
7.3.7; Conclusions;77
7.3.8;References;78
7.4;5: Making Sense of Network Dynamics through Network Picturing;81
7.4.1; Introduction of the Problem;81
7.4.2; Background of Network Pictures as a Sense-Making Tool;82
7.4.3; Network-Picturing Tool;84
7.4.4; Network Picturing as a Tool to Envision Network Change by a Multinational Company;87
7.4.5; Network Picturing as a Tool to Drive Network Change by an SME;89
7.4.6; Conclusions;92
7.4.7;References;94
7.5;6: Functional Contracting for Network Creation and Governance;96
7.5.1; Contracts: The Missing Dimension in Inter-organizational Integration?;96
7.5.2; A Case Study of Functional Contracting;97
7.5.3; Theoretical Background of the Functional-Contracting Process;99
7.5.4; Outline of the Functional-Contracting Process;101
7.5.5; Conclusions and Managerial Implications;104
7.5.6;References;106
7.6;7: Boundary Spanning and the Art of Persuasion;108
7.6.1; The Challenge of Managing in Relationships;108
7.6.2; Theoretical Foundation for Boundary-Spanning Behavior;110
7.6.2.1; Rhetoric—The Art of Persuasion;110
7.6.2.2; Persuasion Tactics in Cross-Border Communication;111
7.6.2.3; Competitive Persuasion Tactics;112
7.6.2.4; Hierarchical Persuasion Tactics;113
7.6.2.5; Relational Persuasion Tactics;114
7.6.3; Monitoring Boundary-Spanning Behavior in Networks;115
7.6.3.1; Boundary-Spanning Behavior at the Network Level;115
7.6.3.2; Boundary-Spanning Behavior at the Supplier Category Level;116
7.6.4; Managerial Practices and Value Related to Boundary-Spanning Behavior Analysis;118
7.6.5;References;119
8;Part II: Networks-as-Knowledge-Creating Platforms;121
8.1;8: Introduction to Part II—Knowledge Integration in Networks;122
8.2;9: Expert Knowledge Integration—A Systematic Approach for Multi-stakeholder Innovation;128
8.2.1; Introduction;128
8.2.2; Characteristics of Knowledge Integration and Knowledge Integration Tools in Project Networks;130
8.2.3; Knowledge Integration System;133
8.2.4; Designed Artifact: A KIS Tool with Boundary Objects;133
8.2.4.1; Pilot Case Description;134
8.2.4.2; KIS Tool Description and Observations from the Pilot;135
8.2.5; Pilot Process Outcome: The Manifestation of the KIS Knowledge Integration Tool on a Practical Level;140
8.2.6; Conclusions;141
8.2.7;References;142
8.3;10: Third-Party-Supported Benchmarking for Reciprocal Learning;145
8.3.1; Introduction of the Problem;145
8.3.2; Benchmarking Theory;147
8.3.3; Third-Party-Supported Benchmarking;150
8.3.4; Case: Finding Solutions for Company-Specific Development Needs;151
8.3.4.1; Purpose;151
8.3.4.2; Starting Point and Objectives;152
8.3.4.3; Comparison Partner;155
8.3.4.4; Schedule and Activities in BM Process;155
8.3.4.5; Benchmarking Partners, Comparison Visit and Development Plans;156
8.3.5; Conclusions;157
8.3.6;References;158
8.4;11: Value Proposition Co-development;160
8.4.1; Introduction;160
8.4.2; Theoretical Basis for Joint Evaluation of Outsourcing Value Potential—The Relational View of Strategy and Value Co-creation;162
8.4.3; Evaluating Service Outsourcing Value Potential;164
8.4.4; Finding an Optimal Mix of Factory Maintenance Functions for Outsourcing;167
8.4.5; Conclusions;169
8.4.6;References;170
8.5;12: Relational Factors as Part of Network Relationship Evaluation;172
8.5.1; Introduction of the Problem;172
8.5.2; Theoretical Background of the Tool;174
8.5.3; Supplier Evaluation System with Relational Factors;175
8.5.4; Case: From Functional Project Management to Visualized Network Management;183
8.5.4.1; Benefits for the Case Company;185
8.5.5; Conclusions;185
8.5.6;References;186
8.6;13: A Tool for Increased Cognitive Ergonomics in Operative Supplier Selection in a Global Context;189
8.6.1; Introduction;189
8.6.2; Supplier Selection Tool as Increased Cognitive Ergonomics;195
8.6.3; The Stage 1 Supplier Selection Tool Described;197
8.6.4; Current Status and Envisioned Stage 2 Extensions;201
8.6.5; Discussion and Conclusions;204
8.6.6;References;205
9;Part III: Networks-as-Value-Generating Entities;209
9.1;14: Introduction to Part III—Moving Toward Mutual Benefits and Increased Total Value;210
9.1.1;References;214
9.2;15: Life Cycle Cost Calculations as the Means for Value Communication in Networks;215
9.2.1; Introduction;215
9.2.2; The LCC Calculation;217
9.2.3; Phases That Calculate LCC;218
9.2.3.1; Definition of a Calculation Case;218
9.2.3.2; The Cost Breakdown Structure;219
9.2.3.3; Estimation of the Calculation Parameters;219
9.2.3.4; Sensitivity Analysis;220
9.2.3.5; Presentation of Results;220
9.2.4; Barriers to LCC Calculations;221
9.2.5; A Practical Case for LCC Implementation;222
9.2.6; Summary of User Feedback;224
9.2.7; Conclusions;225
9.2.8;References;226
9.3;16: The Service Configurator—How to Optimally Split Project Scopes;228
9.3.1; Introduction of the Problem;228
9.3.2; Theoretical Background;230
9.3.2.1; Decision-Making;230
9.3.2.2; The Need to Support and Facilitate Decision-Making;231
9.3.2.3; Configurators;232
9.3.3; Method;233
9.3.4; Description of the Configurator;234
9.3.5; Practical Implementation of the Web-based Application;238
9.3.6; The Case of an Evolving Scope of Supply;240
9.3.7; Conclusions;241
9.3.8;References;243
9.4;17: The Value-based Sales Approach—Design Process, Tools and Needed Capabilities to Create a Solution;246
9.4.1; Introduction;246
9.4.2; Theoretical Background;249
9.4.3; Description of the Value-based Sales Process;251
9.4.4; Case Example;253
9.4.4.1; Presenting the Cash Flow Impact (Pre-sales);253
9.4.4.2; Defining What Constitutes a Solution (Detail-Sales);254
9.4.4.3; Reaching the Certainty (Final Sales);256
9.4.5; Conclusions;256
9.4.6;References;259
9.5;18: Value Co-creation Analysis in Customer–Supplier Network Relationships;260
9.5.1; Introduction;260
9.5.2; Theoretical Background;261
9.5.3; Description of the Tool;263
9.5.3.1; Step 1: Supplier Value Creation Process;263
9.5.3.1.1; Measurement Objective: What Value Does the Company Receive from the Customer?;263
9.5.3.2; Step 2: The Customer Value Creation Process;264
9.5.3.2.1; Analysis Objective: What Kind of Value Can Be Created for the Customer?;264
9.5.3.3; Step 3: The Encounter Process;266
9.5.3.3.1; Objective: How to Develop Value Co-creation;266
9.5.4; Case Description;267
9.5.5; Conclusions;270
9.5.6;References;270
9.6;19: Value Curve as a Multipurpose Tool—From Self-assessment to Forming Collaborative Networks;272
9.6.1; Introduction;272
9.6.2; Theoretical Background;274
9.6.3; Description of the Tool;275
9.6.4; Case Study: Transformation from Performance and Value Perceptions of Asian Customers to Joint Value Propositions to End-Customers;278
9.6.5; Conclusions;281
9.6.6;References;282
9.7;20: A Framework for Ecosystemic Strategizing and Change;284
9.7.1; Introduction;284
9.7.2; Theoretical Foundation for the Framework;287
9.7.2.1; Value Creation and Capturing in Business Ecosystems;287
9.7.2.2; Strategic Management;288
9.7.3; Description of the Framework;290
9.7.3.1; Stage 1: Business Ecosystem Analysis;291
9.7.3.1.1; Analysis of the Current Business Ecosystem and Each Actor’s Position in It;293
9.7.3.1.2; Envisioning the Future Business Ecosystem and the Company’s Position in It;295
9.7.3.2; Stage 2: Strategic Position and Strategy Formulation;299
9.7.3.3; Stage 3: Strategy Implementation;304
9.7.4; Managerial Implications and Conclusions;305
9.7.5;References;307
9.8;21: Network Performance Management: Measurement, Scorecard, and Boundary Processes;311
9.8.1; The Challenge of Managing Network-Level Performance;311
9.8.2; Modeling Network Performance;313
9.8.2.1; Applying the RBV to Network Performance Analysis;313
9.8.2.2; Network Capital as the Key to Increase Network Performance;316
9.8.3; Multilevel Scorecard as an Effective Boundary Object;318
9.8.3.1; Network Delta’s Performance;319
9.8.4; Purposeful Use of Information: The Boundary Processes;323
9.8.4.1; Intra-organizational Use;323
9.8.4.2; Dyadic Interorganizational Use;324
9.8.5; Managerial Value Generated;325
9.8.6;References;326
10;Part IV: Concluding Remarks;328
10.1;22: Managerial Tools and the Network-as-Practice Perspective;329
10.1.1; Building a Combined Practice-Based Model for Collaborative Advantage;331
10.1.2; Tools as Practices of Network Management;335
10.1.3; Managerial Implications for Boundary Spanners;340
10.1.4; Limitations and Future Research;342
10.1.5;References;343
11;Index;346