Collaborative Networks: A New Scientific Discipline

Abstract

Collaborative networks manifest in a large variety of forms, including virtual organizations, virtual enterprises, dynamic supply chains, professional virtual communities, collaborative virtual laboratories, etc. A large body of empiric knowledge related to collaborative networks is already available, but there is an urgent need to consolidate this knowledge and build the foundations for a more sustainable development of this area. The establishment of a scientific discipline for collaborative networks is a strong instrument in achieving this purpose. In this article the main characteristics of a "discipline" are analyzed in the context of collaborative networks, showing that the pre-conditions necessary for building this new discipline are available.

Modeling extended manufacturing processes with service-oriented entities

“…For both cases, most of these authors consider that the relationships linking these nodes are formally established by Contracts (Camarinha-Matos and Afsarmanesh 2005;Doz et al 2000;Johanson and Mattsson 1991;Powell 1990), and that the patterns governing such relationships may be both static and dynamic.…”

“…These interorganizational linkages will, in turn, shape a network of direct and indirect relationships which will give rise to the organizational network notion (Provan et al 2007;Camarinha-Matos and Afsarmanesh 2005;Hudson 2004; Grandori and Soda 1995;Powell 1990;Jarillo 1988;Thorelli 1986).…”

“…In relation to the management aspects of the networks, although there are networks with an events-oriented management (decentralized control), it is generally considered that a centralized coordination mechanism exists (Brass et al 2004;Tsai 2000;Gulati et al 2000;Kogut 2000;Boyle 1994), which serves to manage the long-lasting relationships (Camarinha-Matos and Afsarmanesh 2005;Brass et al 2004; van Alstyne 1997) of a stable series of participants.…”

“…From the structural viewpoint, two basic models may be identified: networks made up of a series of federated nodes, which have access to the network under equal conditions (Camarinha-Matos and Afsarmanesh 2005;Brass et al 2004;van Alstyne 1997;Ramu 1997;Boyle 1994;Miles and Snow 1986), and networks with a predominant node, which has control over how the network operates (Gulati et al 2000;Borch and Arthur 1995;Miles and Snow 1995;Robbins 1990;Jarillo 1988).…”

“…With interorganizational networks, firms begin to perceive the benefits derived from a vertical disintegration process which enables them to concentrate on their distinctive capacities, while identifying and developing mechanisms which boost the rapid configuration of operative structures that are quick to reconfigure and to adapt to rapidly changeable environments (Camarinha-Matos and Afsarmanesh 2005).…”