Diferenças e inter-relações dos conceitos de governança e gestão de redes horizontais de empresas: contribuições para o campo de estudos

Abstract

DifeRençAs e inteR-ReLAções Dos conceitos De goVeRnAnçA e gestão De ReDes hoRizontAis De emPResAs: contRibuições PARA o cAmPo De estuDos

Organizational Capabilities, Value Cocreation, and Marketing Innovation: How Well Are We Prepared to Face Future Challenges?

“…These elements of governance are the mechanisms used by managers and network players to ensure better control over the formal and informal aspects of the network [83]. Concerning network management, Roth et al [85] state that management is responsible for positively influencing the members' competitiveness and for reaching the goals proposed by the organization. The authors also list some of the roles of interorganizational network management such as member selection, planning and communication, assessment, integration, providing services to members, coordination, incentives, and controls.…”

papel e posição do departamento de alianças: caso Embrapa

“…Previously restricted to the corporate world, the alternative of collaboration has more recently -starting in the 1990s, approximately -reached government (Sørensen and Torfing, 2007;Klijn, 2008;McGuire and Agranoff, 2011;Denhardt and Denhardt, 2015), with society, public organizations, non-governmental organizations, private and state-owned companies, social movements, universities, research institutes and other institutions acting as partners (Sørensen and Torfing, 2007;Provan and Lemaire, 2012). This has increased the importance of the debate on the governance model of such arrangements (Goldsmith and Eggers, 2004;Klijn and Skelcher, 2007;Provan and Kenis, 2008;Sørensen and Torfing, 2009;Roth et al, 2012;Torfing et al, 2012) and on its relationship to authority, power and hierarchy (Torfing, 2005;Borzel and Panke, 2007;Cristofoli, Markovic and Maneguzzo, 2012;Raab, Mannak and Cambré, 2013). As in the business world, however, an overvaluing of its merits as well as a tendency to minimize its problems and limitations can be detected (Sørensen and Torfing, 2009;Torfing et al, 2012).…”

The Management of Innovation Networks: Possibilities of Collaboration in Light of Game Theory

“…In the aforementioned article, Roth et al (2012) illustrate the relationship between the concepts of governance and network management, as shown in Figure 1: Figure 1. Governance system and inter-organizational network management Source: Translated and adapted from Roth et al (2012) Provan and Kenis (2008) also contributed to the discussion by proposing three forms of network administration: shared governance among the members of the network, when the organizational leader, who is a member acting as leader, coordinates the network activities and decisions; the Network Administrative Organization (NAO) model, in which the network is governed by an administrative entity separate from its members, which can be set up by its members or appear naturally when the network is formed; and Participant-Governed Network (PGN), in which the network is governed formally or informally by its participants. Regarding network management practices, Verschoore et al (2014) also add some valuable guidelines for a network management assessment model: strategy, structure, coordination, processes and relationships.…”

“…Concerning network management, Roth, Wegner, Junior & Padula (2012) state that management is responsible for positively influencing the members' competitiveness and for reaching the goals proposed by the organizations. The authors also list some of the roles of inter-organizational network management: member selection; planning and communication; assessment; integration; providing services to members; coordination; incentives and controls.…”