Enterprises networks or Inter-Organizational Network (ION) are considered as a way to improve organizational performance, to promote organizational learning and to produce innovation. ION is defined as a group of three or more organizations connected in ways that facilitate achievement of a common goal and linked by many types of connections and flows, such as information, materials, financial resources, services, and social support. (Provan, Fish and Sydow, 2007). examined to better understand aspects related to the establishment and management of networks. We conducted three case studies in three networks in Italy. The main aims were to: a) reconstruct the history and the organizational processes of the network and b) describe some psycho-social aspects among network members related to the daily procedures and critical events. Six interviews were conducted in each network; legal documents, regulations and network websites were also analysed. Results show that size of the network, and having a network managed by an independent manager or by one of the entrepreneurs, have a strong influence on organizational processes, trust and acceptance of unequal distribution of job orders. Advantages and benefits that companies receive from the network are also important to motivate continuous membership and active participation in the network.
Being member of an inter-organizational network: psycho-social and organizational processes in enterprises' network
Salvatore Zappalà
;Simone Donati
2011
Abstract
Enterprises networks or Inter-Organizational Network (ION) are considered as a way to improve organizational performance, to promote organizational learning and to produce innovation. ION is defined as a group of three or more organizations connected in ways that facilitate achievement of a common goal and linked by many types of connections and flows, such as information, materials, financial resources, services, and social support. (Provan, Fish and Sydow, 2007). examined to better understand aspects related to the establishment and management of networks. We conducted three case studies in three networks in Italy. The main aims were to: a) reconstruct the history and the organizational processes of the network and b) describe some psycho-social aspects among network members related to the daily procedures and critical events. Six interviews were conducted in each network; legal documents, regulations and network websites were also analysed. Results show that size of the network, and having a network managed by an independent manager or by one of the entrepreneurs, have a strong influence on organizational processes, trust and acceptance of unequal distribution of job orders. Advantages and benefits that companies receive from the network are also important to motivate continuous membership and active participation in the network.I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.
