Joniarto Parung

Creating and managing value in collaborative networks

This is a theoretical paper that examines the interplay between individual and collective capabilities and competencies and value transactions in collaborative environments. The theory behind value creation is examined and two types of value are identified, internal value (Shareholder value) and external value (Value proposition). The literature on collaborative enterprises/network is also examined with particular emphasis on supply chains, extended/virtual enterprises and clusters as representatives of different forms and maturities of collaboration. The interplay of value transactions and competencies and capabilities are examined and discussed in detail. Finally, a model is presented which consists of value transactions and a table which compares the characteristics of different types of collaborative enterprises/networks. It is proposed that this model presents a platform for further research to develop an in-depth understanding into how value may be created and managed in collaborative enterprises/networks.

Managing synergy in collaborative enterprises

The purpose of the paper is to better understand the reasons behind high failure rates in collaborative enterprises. This research follows a constructive research methodology. The explanation phase reviews the literature to develop an understanding of the reasons behind the high failure rates in collaborative enterprises. The construction phase develops the synergy model to assess readiness for collaboration. The testing phase validates the synergy model, through workshops with 11 companies. The description phase analyses the results and develops conclusions. It seems entirely possible to develop assessment frameworks to establish an organisations readiness to collaborate. The results show the four perspectives of the synergy model to be valid, thus providing an initial step towards developing a better understanding of the factors we need to consider to create sustainable collaborative enterprises. The results are limited to data from 11 companies who were already engaged in a network. Further research is required with larger sample sizes, and with independent companies, to substantiate the conclusions. The synergy model provides an original and practical way of assessing an organisations maturity towards collaboration as well as providing mechanism for facilitating a discussion between enterprises considering collaboration.

A metric for collaborative networks

Purpose – The objective of this paper is to provide a metric that could be used to define success in a collaborative network.Design/methodology/approach – The methodology of this research consists of four stages: Review, Constructing, Testing and Description. Review stage comprised of a critical review of the literature in order to understand the characteristics of collaborative network organisations and the reasons behind the successes and failures in collaborative networks. Construction stage resulted in development of a metric for collaborative networks. Testing stage tested the model through case study in a collaborative networks organisation. The outcome of the case study was discussed at the description stage to assess usability and usefulness of the metric for participants in turn to generate conclusions.Findings – The result clearly demonstrated the need for measuring all perspectives of collaboration and highlights the potential pitfalls of measuring perspectives that can be measured easily.Resea...