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, 353 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. 

Jukka Vesalainen is Professor of Management and Organization at University of Vaasa, Finland, where his current research addresses networking and business relationships. He has published research articles in top international journals including Industrial Marketing Management, Journal of Business & Industrial Marketing, Entrepreneurship and Regional Development, and International Small Business Journal.Katri Valkokari is a principal scientist at VTT Technical Research Centre of Finland in the Business Ecosystems, Value Chains and Foresight research area. Over the past 15 years, she has carried out several business development projects concerning different SME networks. She has published several international and national articles on business networks, innovation management and sustainability.Magnus Hellström is a Senior Lecturer and docent in industrial management at Åbo Akademi University, Finland. Magnus has over five years' experience working within the engineering works industry. His research interests include modularity, industrial services, and business ecosystems.

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