The Experts below are selected from a list of 162138 Experts worldwide ranked by ideXlab platform
Peter Vervest - One of the best experts on this subject based on the ideXlab platform.
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Network transparency and the performance of dynamic Business Networks
4th IEEE International Conference on Digital Ecosystems and Technologies, 2010Co-Authors: Sarita Koendjbiharie, Peter Vervest, Otto Koppius, Eric Van HeckAbstract:Business Networks have proliferated over the past three decades as many firms enabled by ICT have embraced the digital ecosystem form of organization. This implies that in addition to thinking of performance at the level of the individual firm, it becomes necessary to think in terms of performance at the level of the ecosystem, i.e. the Business Network as a whole, yet is not clear how to best conceptualize and measure Business Network performance. In this article, we show that Business Network performance can be conceptualized in three complementary perspectives: the firm perspective, the complex systems perspective and the customer perspective. We employ the customer perspective and develop two specific Business Network performance metrics, namely Network effectiveness and Network efficiency. Based on the information integration and visibility benefits that interorganizational systems (IOS) provide, we then develop a construct called Network transparency. Using a series of Network experiments with students, we find that an increase in Network transparency increases Business Network performance in terms of Network effectiveness and Network efficiency. We thus show that the value of Network transparency is measurable through clear metrics at the level of the Business Network as a whole.
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Smart Business Networks: Concepts and empirical evidence
Decision support systems, 2009Co-Authors: Eric Van Heck, Peter VervestAbstract:Organizations are moving, or must move, from today's relatively stable and slow-moving Business Networks to an open digital platform where Business is conducted across a rapidly-formed Network with anyone, anywhere, anytime despite different Business processes and computer systems. Table 1 provides an overview of the characteristics of the traditional and new Business Network approaches [2]. The disadvantages and associated costs of the more traditional approaches are caused by the inability to provide relative complex, bundled, and fast delivered products and services. The potential of the new Business Network approach is to create these types of products and services with the help of combining Business Network insights with telecommunication capabilities.
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The Network Experience — New Value from Smart Business Networks
The Network Experience, 2009Co-Authors: Peter Vervest, Li ZhengAbstract:Setting the Scene.- The Network Experience - New Value from Smart Business Networks.- The Network Factor - How to Remain Competitive.- Process Management in Business Networks.- Next Generation Agility: Smart Business and Smart Communities.- The Actors.- Network Essentials.- Business Process Management in a Smart Business Network Environment.- Towards Self-Organizing Smart Business Networks - Let's Create "Life" from Inert Information.- Strategy, Networks and Systems in the Global Translation Services Market.- Business Value Network Concepts for the Extended Enterprise.- Networks in Action.- Connectivity and Competition in Airline Networks.- Fighting SARS with a Hastily Formed Network.- Smart Business Networks with Chinese Characteristics.- Innovation, Competences and the Role of Knowledge Networks in Hangzhou's Software Industry.- Smart Business Network in Non-Modular Industries.- Network Enablers.- Flexible Decision Support in a DynamicBusiness Network.- Key Success Factors for ICT-System Implementation in SME's.- The Quick-Connect Capability and Its Antecedents.- The Adoption of Grid Technology and Its Perceived Impact on Agility.- Network Orchestration.- Why Smart Business Networks Continue and Develop: A Structural and Processual Model of Value Flows.- Orchestrating Smart Business Networks.- Electronic Intermediaries in Smart Business Networks.- Shared Visions in Smart Business Networks.
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Embedded coordination in a Business Network
Journal of Information Technology, 2004Co-Authors: Diederik W. Van Liere, Lorike Hagdorn, Martijn R. Hoogeweegen, Peter VervestAbstract:Information and communication technology enables a firm to maintain more links with more companies at much lower costs than before. This combined with the increasingly standardization of Business processes and the application of modularity at the process level leads to embedded coordination. This case study describes how three unconnected Business Networks were integrated using modularity at the Business process, or activity component, level and the role standardization played to implement embedded coordination. The case study was conducted at ABZ, a trusted Business Service Provisioner in the Dutch insurance industry. This study suggests that embedded coordination leads to improved performance of the Business Network under the condition that standardization is enforced.
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In Search of Margin for Business Networks:: The European Patent Office
European Management Journal, 2004Co-Authors: Dominique Delporte-vermeiren, Peter Vervest, Eric Van HeckAbstract:Often-mentioned features of a Business Network are a strong inter-organizational design and an interactive and dynamic set of relationships acting in concert with one another for a common goal, bringing together core capabilities of different organizations to accomplish Business improvements. One of the benefits of a Business Network is the increased flexibility of linking actors together. This provides a more agile arrangement for the Network to produce from actual customer requirements as a starting point, and not on the basis of assumed or forecasted customer needs. However, organizations are facing difficulties in assessing the value of investments in their Business Network. There is no valid method to execute an assessment of margin. In this article an assessment method and tool are developed to assess margin in Business Networks. A method is required that can give a more detailed assessment on a variety of criteria, or key performance indicators: (1) cost reduction, (2) revenue generation, and (3) increased flexibility. Therefore, a 14-step research method was developed, together with a related decision support system (DSS), named the Business Network Navigator. The research method was tested in a real-life situation i.e. redesigning the Business Network of the European Patent Office (EPO). The results of the analysis and lessons learned are presented. Conclusions with regard to the usability and validity of the assessment method and tool are formulated.
Jan Johanson - One of the best experts on this subject based on the ideXlab platform.
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Markets as Networks: Implications for strategy-making
Journal of the Academy of Marketing Science, 2011Co-Authors: Jan Johanson, Jan-erik VahlneAbstract:Based on empirical studies of firm exchange activities in Business markets, this paper outlines a Business Network view of the firm-market relationship, which differs fundamentally from the view assumed by neo-classical economic theory. We define Business Networks as sets of connected Business relationships. Thus Business relationships and connections between relationships are the critical elements in the Business Network view. It is assumed, as suggested by the Uppsala internationalization process model, that an interplay between knowledge and commitment development is the mechanism that drives the relationship and Network development process. Against this background the paper discusses how strategic change is analyzed in literature on alliances and Networks. In conclusion the paper presents a set of propositions about strategy-making in Business Network settings.
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Business Network learning
2001Co-Authors: Håkan Håkansson, Jan JohansonAbstract:Series editor's preface. List of tables and figures. The contributors. Introduction. Business Network learning - basic considerations (H. Hakansson, J. Johanson). Business Relationship Learning. Inter-organizational interaction and organizational teaching (H. Hakansson et al.). The balanced scorecard and learning in Business relationships (L. Frimanson, J. Lynd). Business-governed product development: knowledge utilization in Business relationships (U. Andersson, J. Dahlqvist). The internationalisation process as knowledge translation in international Business relationships (Soon-Gwon Choi, K. Eriksson). Network Relationship Learning. The transferability of knowledge in Business Network relationships (K. Eriksson, J. Hohenthal). Collective innovation - the case of Scania-Cummins (L. Silver, T. Wedin). The usefulness of Network relationship experience in the internationalization of the firm (K. Eriksson et al.). Expectation - the missing link in the internationalization process model (A. Hadjikhani, M. Johanson). Creation and Diffusion of knowledge in subsidiary Business Networks (C. Pahlberg). Company Network Learning. Relationship configuration and competence development in MNC subsidiaries (M. Andersson et al.). Knowledge flows in MNCs through cross-border and cross-functional projects (K. Lagerstrom). Management control systems: a tool for learning in the global economy (C.B. Eriksson, J. Lindvall). Author index. Subject index.
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creating value through mutual commitment to Business Network relationships
Strategic Management Journal, 1999Co-Authors: Desiree Blankenburg Holm, Kent Eriksson, Jan JohansonAbstract:A structural model of Business relationship development in a Business Network context is formulated and tested on delta from the European International Marketing and Purchasing (IMP) project. The e ...
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Business Networks and cooperation in international Business relationships
Journal of International Business Studies, 1996Co-Authors: Desiree Blankenburg Holm, Kent Eriksson, Jan JohansonAbstract:Cooperative relationships between firms can be better understood if they are examined in the context of a Network of connected Business relationships. Based on research on Business relationships and Business Networks, this paper formulates a LISREL model that analyses cooperation in international Business relationships between suppliers and customer firms. Theory suggests that cooperation can raise the value of Business relationships, and that Business Network connections have an impact on cooperation. The model is investigated in a sample of 136 international Business relationships. The analysis shows that relationship profitability is directly affected by relationship commitment and, indirectly through commitment, by Business Network connections.© 1996 JIBS. Journal of International Business Studies (1996) 27, 1033–1033
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Dyadic Business Relationships within a Business Network Context
Journal of Marketing, 1994Co-Authors: James C Anderson, Håkan Håkansson, Jan JohansonAbstract:In Business-to-Business settings, dyadic relationships between firms are of paramount interest. Recent developments in Business practice strongly suggest that to understand these Business relationships, greater attention must be directed to the embedded context within which dyadic Business relationships take place. The authors provide a means for understanding the connectedness of these relationships. They then conduct a substantive validity assessment to furnish some empirical support that the constructs they propose are sufficiently well delineated and to generate some suggested measures for them. They conclude with a prospectus for research on Business relationships within Business Networks.
Eric Van Heck - One of the best experts on this subject based on the ideXlab platform.
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Business Network-Based Value Creation in Electronic Commerce
International Journal of Electronic Commerce, 2010Co-Authors: Robert J. Kauffman, Eric Van HeckAbstract:Information technologies (IT) have affected economic activities within and beyond the boundaries of the firm, changing the face of e-commerce. This article explores the circumstances under which value is created in Business Networks made possible by IT. Business Networks combine the capabilities of multiple firms to produce and deliver products and services that none of them could more economically produce on its own and for which there is demand in the market. We call this Business Network-based value creation. We apply economic theory to explain the conditions under which Business Networks will exist and are able to sustain their value-producing activities. Informedness has the potential to increase the complexity of consumer demand. Addressing this demand requires flexible production and delivery of products and services, and can be achieved by value-adding Business Networks supported by IT, standardized technology, and Business process solutions. We also examine the benefits associated with Business Network-based value creation and fair value-sharing to support the sustainability of Business Networks. We develop a set of propositions and draw upon multiple case examples from the travel and hospitality industry to validate our theoretical perspectives on Business Network-based value creation. The results demonstrate that this industry is going through a digital transformation that makes it possible for many firms to engage in highly effective and innovative Network-based value creation.
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The Business Network of the Alibaba Group
2010Co-Authors: Mark Greeven, Eric Van Heck, Shengyun Yang, Barbara KrugAbstract:Founded in 1999, the Alibaba Group had become China’s leading e-commerce company by 2008. It owns and operates Alibaba.com (the world’s largest Business-to-Business e-commerce platform) and Taobao.com (China’s number one consumer-to-consumer e-commerce platform). Alibaba.com Limited raised US$1.7 billion at its initial public offering (IPO) on the Hong Kong Stock Exchange in November 2007, making it the world’s second biggest Internet offering after Google’s 2004 IPO on the NASDAQ. Taobao.com also attracted significant international attention because it managed to displace the once dominant eBay (the world’s largest consumer marketplace) in China by 2007. The Alibaba Group attributes its success largely to the Business Network it has fostered. It founded several sister companies alongside Alibaba.com and Taobao.com to cross-sell and cross-market one another’s services and offer packaged deals. In this way, it formed a Network of suppliers, partners and customers to fully exploit and serve their market. The Alibaba Group’s vision is to build a Business Network that will make it possible to do all aspects of Business online. Considering the growing e-commerce industry worldwide, three questions are pivotal: 1) How should the Alibaba Group anchor its long-term strategy – further expand the Business Network by including players from many more industries or specialise in several strong industries within the Business Network? 2) Would another Business model emerge to challenge the Alibaba’s Business Network? 3) How would the Alibaba Group face competition within China and abroad – continue to focus on the Chinese market or grow outside the home base and build a global Business Network?
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Network transparency and the performance of dynamic Business Networks
4th IEEE International Conference on Digital Ecosystems and Technologies, 2010Co-Authors: Sarita Koendjbiharie, Peter Vervest, Otto Koppius, Eric Van HeckAbstract:Business Networks have proliferated over the past three decades as many firms enabled by ICT have embraced the digital ecosystem form of organization. This implies that in addition to thinking of performance at the level of the individual firm, it becomes necessary to think in terms of performance at the level of the ecosystem, i.e. the Business Network as a whole, yet is not clear how to best conceptualize and measure Business Network performance. In this article, we show that Business Network performance can be conceptualized in three complementary perspectives: the firm perspective, the complex systems perspective and the customer perspective. We employ the customer perspective and develop two specific Business Network performance metrics, namely Network effectiveness and Network efficiency. Based on the information integration and visibility benefits that interorganizational systems (IOS) provide, we then develop a construct called Network transparency. Using a series of Network experiments with students, we find that an increase in Network transparency increases Business Network performance in terms of Network effectiveness and Network efficiency. We thus show that the value of Network transparency is measurable through clear metrics at the level of the Business Network as a whole.
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Smart Business Networks: Concepts and empirical evidence
Decision support systems, 2009Co-Authors: Eric Van Heck, Peter VervestAbstract:Organizations are moving, or must move, from today's relatively stable and slow-moving Business Networks to an open digital platform where Business is conducted across a rapidly-formed Network with anyone, anywhere, anytime despite different Business processes and computer systems. Table 1 provides an overview of the characteristics of the traditional and new Business Network approaches [2]. The disadvantages and associated costs of the more traditional approaches are caused by the inability to provide relative complex, bundled, and fast delivered products and services. The potential of the new Business Network approach is to create these types of products and services with the help of combining Business Network insights with telecommunication capabilities.
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In Search of Margin for Business Networks:: The European Patent Office
European Management Journal, 2004Co-Authors: Dominique Delporte-vermeiren, Peter Vervest, Eric Van HeckAbstract:Often-mentioned features of a Business Network are a strong inter-organizational design and an interactive and dynamic set of relationships acting in concert with one another for a common goal, bringing together core capabilities of different organizations to accomplish Business improvements. One of the benefits of a Business Network is the increased flexibility of linking actors together. This provides a more agile arrangement for the Network to produce from actual customer requirements as a starting point, and not on the basis of assumed or forecasted customer needs. However, organizations are facing difficulties in assessing the value of investments in their Business Network. There is no valid method to execute an assessment of margin. In this article an assessment method and tool are developed to assess margin in Business Networks. A method is required that can give a more detailed assessment on a variety of criteria, or key performance indicators: (1) cost reduction, (2) revenue generation, and (3) increased flexibility. Therefore, a 14-step research method was developed, together with a related decision support system (DSS), named the Business Network Navigator. The research method was tested in a real-life situation i.e. redesigning the Business Network of the European Patent Office (EPO). The results of the analysis and lessons learned are presented. Conclusions with regard to the usability and validity of the assessment method and tool are formulated.
Peter Thilenius - One of the best experts on this subject based on the ideXlab platform.
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‘ Tic-Toc-Tic - Toc ’: Thoughts on the Tempo of Business Network Extension
Extending the Business Network Approach, 2016Co-Authors: Amjad Hadjikhani, Peter ThileniusAbstract:‘Tic-Toc-Tic-Toc’… a long time has passed for the Business Network approach. The main aim of this chapter is to discuss the history of boundary extension in Business Networks, starting in the old times and ending in the new times. Many researchers believe in the existence of the ‘Business Network’ to some degree. This chapter takes the perception of the Business Network as a point of departure, working from the perspective that its boundary depends on the intention of the observer. This perspective allows us to present a developmental journey of how the Business Network approach, over time and in different tempos, has gained its identity, whilst both implicitly and explicitly extended its boundary.
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Approaching and Extending Business Networks—An Agenda for New Research Challenges
Extending the Business Network Approach, 2016Co-Authors: Peter Thilenius, Cecilia Pahlberg, Virpi HavilaAbstract:Extending the Business Network approach involves the researcher’s reconsideration on what assumptions should be employed when determining what is within the boundaries of the Network and what is left outside. Extending also implies that something ‘new’ is presented to the Business Network. What is considered ‘new’ though depends on what is recognised as established within a research field. This means that ‘new’ is not necessarily novel per se, but represents a ‘new’ direction in extending the Business Network approach. ‘New’ in that sense is something that provokes the researcher to challenge the assumptions on boundary-setting in the Business Network approach, and consequently offers alternatives supported by empirical studies or conceptual reasoning. ‘New’ can involve embarking into previously unchartered territories where the Business Network approach allows for alternative explanations. ‘New’ can also be what the rapid technological development brings, and where the Business Network approach provides deeper insight into the consequences. Furthermore, ‘new’ can be altered terms for firms and markets where research following the Business Network approach offers complementary views on Business effects.
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Extending the Business Network Approach - Extending the Business Network Approach
2016Co-Authors: Peter Thilenius, Cecilia Pahlberg, Virpi HavilaAbstract:Contributing pioneering new research, this innovative book proposes new ways and directions in which to extend the influential ‘Business Networks perspective’ approach to doing Business. While prev ...
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Netquakes - Describing Effects of Ending Business Relationships on Business Networks
2005Co-Authors: Peter Dahlin, Virpi Havila, Jeanette Fors, Peter ThileniusAbstract:Business Network dynamics and change in Business Networks are most often discussed from the perspective of a focal Business relationship and Business relationships, for example customers and/or suppliers, connected to the focal dyad. This type of studies focus on how one relationship influences another directly connected relationship. Most often the indirectly connected Business relationships, such as customers’ customers, are not considered. This means that we still know very little about how change spreads further in Business Networks. The purpose of this paper is to elaborate further on the spread of change in Business Networks by focusing on the process following the ending of a Business relationship. For understanding this process of change in Business Networks we propose a framework that is inspired from the study of earthquakes in seismology, here called “netquakes” (Dahlin, Havila & Thilenius, 2004). When enough “stress” is involved in the relationship it needs to be released. In some situations this “stress” leads to termination of the Business relationship. This, in turn, could start a netquake process in the surrounding Business Network. The strength of the netquake process can be observed through the effects of the ending Business relationship in the connected relationships. The higher the effect in the Business Network the stronger the netquake. The ending of the Business relationship, in turn, “releases energy” into the Business Network causing uncertainty that can be observed by the effects in the Business Network. The ending of some Business relationships “shake the ground” far away from the ending Business relationship, whereas some Business relationships end without any effect on the surrounding Business Network. We illustrate our discussion on the different types of netquake processes by three empirical examples.
Ragnar Ahlström Söderling - One of the best experts on this subject based on the ideXlab platform.
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SME Strategic Business Network seen as Learning Organizations : Some hypotheses based on a longitudinal analysis of Business Networks in the Swedish Wood Manufacturing Industry
2002Co-Authors: Ragnar Ahlström SöderlingAbstract:SME Strategic Business Network seen as Learning Organizations : Some hypotheses based on a longitudinal analysis of Business Networks in the Swedish Wood Manufacturing Industry
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How to Succeed with the Creation of a Strategic Business Network? : - Some thoughts based on a longitudinal analysis of Business Networks in the Swedish Wood Manufacturing Industry.
2002Co-Authors: Ragnar Ahlström SöderlingAbstract:How to Succeed with the Creation of a Strategic Business Network? : - Some thoughts based on a longitudinal analysis of Business Networks in the Swedish Wood Manufacturing Industry.
