Imperial College London
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Paolo Taticchi, PhD, OMRI

Business School

Visiting Professor
 
 
 
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Contact

 

p.taticchi Website

 
 
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Location

 

Business School BuildingSouth Kensington Campus

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Summary

 

Publications

Citation

BibTex format

@article{Taticchi:2012:10.1108/17410381211234426,
author = {Taticchi, P and Cagnazzo, L and Beach, R and Barber, K},
doi = {10.1108/17410381211234426},
journal = {Journal of Manufacturing Technology Management},
pages = {593--614},
title = {A management framework for organisational networks: A case study},
url = {http://dx.doi.org/10.1108/17410381211234426},
volume = {23},
year = {2012}
}
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RIS format (EndNote, RefMan)

TY  - JOUR
AB  - Purpose: The purpose of this paper is to draw on the experiences of a real company to develop a framework of management processes for an organizational network model that has enabled a network of enterprises to develop new levels of organizational flexibility, particularly with regards to improving the network's capacity to innovate. Design/methodology/approach: A longitudinal case study of an Italian enterprise network forms the basis of the analysis described in this paper. Findings: The key operational and organizational activities of the principal agent in a novel organizational network model known as the Virtual Development Office (VDO) are identified and discussed. Research limitations/implications: The (VDO) concept is identified as a realistic and practical means of leveraging the competences of an enterprise network to achieve competitive advantage. However, more empirical data are required before the concepts described herein can be generalised more widely. Practical implications: The small to medium-sized enterprise (SME) is a major contributor to the European economy. However, the constraints that these organizations operate under mean that they are often at a competitive disadvantage. The organizational network model outlined in this paper can assist in leveraging their capacity to innovate. Originality/value: Research in collaborative networks has become increasingly important given the significant impact it can have on competitiveness. This paper demonstrates a framework of management processes for a novel organizational network model that facilitates collaboration amongst networks of SMEs. © Emerald Group Publishing Limited.
AU  - Taticchi,P
AU  - Cagnazzo,L
AU  - Beach,R
AU  - Barber,K
DO  - 10.1108/17410381211234426
EP  - 614
PY  - 2012///
SN  - 1741-038X
SP  - 593
TI  - A management framework for organisational networks: A case study
T2  - Journal of Manufacturing Technology Management
UR  - http://dx.doi.org/10.1108/17410381211234426
VL  - 23
ER  -
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