Summary: Business Networking Shaping Collaboration Between Enterprises; With 40 Tables | 9783540413516 | Elgar Fleisch, et al

Read the summary and the most important questions on Business Networking Shaping Collaboration Between Enterprises; with 40 Tables | 9783540413516 | Elgar Fleisch; Rainer Alt

• 1 Lecture 1

• 1.1 1-10

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• Enterprise Service Bus

  
  
  
  The conceptualisation of what firms share in order to do electronic data exchange.

• Business Networking (Osterle, et al)

  
  
  
  The new economy that can be seen as the coordination of processes within and across companies. More precisely, the management of IT-enabled relationships between internal and external business partners.

• FIRM level analysis (Straub et al.)

  - Investing in IT to connect internal and external processes.
  - Application portfolio.
  - Networkability of the firm.
  - Firm performance.

• NETWORK level analysis (Proven et al.)

  - Investing in IT to connect internal and external processes.
  - Business bus to connect firms in the network.
  - Networkability (connectability) of the network.
  - Network performance.

• Smart Network (van Heck and Vervest)

  A network that wins (outperforms) from companies. Being smart is the new business network approach, this includes:
  1. Provide complex services.
  2. Demand driven networks.
  3. Distributed control.
  4. Sharing of Information & IT infrastructure (between firms/network/customer).
  Organizations must move from a stable and slow-moving business network to an open digital platform where business is conducted across a rapidly formed network with anyone.

• Traditional Business Network Approach (van Heck and Vervest)Products and services:value creationcoordination and controlinformation sharinginfrastructure

  Products and services: Relative simple, unbundled, and slowly delivered products and services.
  Value creation: Supply chains with long term connected relationships.
  Coordination and control: Hierarchical and central control and decision making.
  Information sharing: Information sharing with direct business partners.
  Infrastructure: Actor platforms with information silos and systems.

• New Business Network Approach (van Heck and Vervest)Products and services:value creationcoordination and controlinformation sharinginfrastructure

  
  
  
  Products and services: Relative complex, bundled, and fast delivered products and services.
  
  Value creation: Demand networks with quick connect and disconnect relationships.
  
  Coordination and control: Network orchestration with distributed control and decision making.
  
  Information sharing: Information sharing over and with network partners.
  Infrastructure: Network platform with networked business operating system.

• 1.2 11-20

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• Networkability (van Heck and Vervest)

  The internal and external ability to cooperate as well as the ability to rapidly and efficiently establish, conduct, and develop IT-supported business relationships. Networkability leads to substantial business advantages. Where complex, bundled and quickly delivered products are provided with the help of combining business network insights with telecommunication capabilities.
  Network structure influences network functioning and (eventually) network performance.

• Smartness (van Heck and Vervest)

  The network of cooperating businesses can create better results than other, less smart, business networks or other forms of business arrangement.

• Plug and play in the network processes

  - If required by a customer request
  - If allocated by a network orchestrator (business logic)
  - Thie plug/play = 'within seconds, and very often without the customer/network partners knowing which firms is activated.