Geographical cluster and performance: The case of Iberian ham

Díez‐Vial, Isabel

doi:10.1016/j.foodpol.2011.04.002

Cited by 28 publications

(34 citation statements)

References 48 publications

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“…These networks can also involve other organizations aiding the development of the networks or active in promoting and supporting them Beugelsdijk et al (2010), Diez-Vial (2011), andLibaers &Meyer (2011) state that geographic proximity is a motivational factor for forming regional business networks. These networks are especially beneficial for companies in the same industry, seeking an increase in the competitiveness of their region.…”

Section: Horizontal Business Networkmentioning

confidence: 99%

“…To build a single model that is capable of measuring the performance of all partners and the network, it is essential to use multi-criteria methods to support decisions that assist in the implementation of different elements that make up a performance measurement model for collaborative networks (Verdecho et al, 2010;2011;Ferreira et al, 2011aFerreira et al, , 2011bFrancisco et al, 2011;.…”

Section: Performance Management In Horizontal Business Networkmentioning

confidence: 99%

“…In fact, if a company demonstrates unsatisfactory financial results after its inclusion in the network, it indicates failures in the creation and development of its structure (Saiz et al, 2007;Verdecho et al, 2010;2011;Lima et al, 2011;Xu et al, 2011). The client's perspective provides managers with incentives to identify the target customers and the market segments, in addition to an assessment of each firm's performance (Saiz et al, 2007;Verdecho et al, 2010;2011).…”

Section: Key Factors For Successmentioning

confidence: 99%

“…Customers expect their orders to be delivered at the agreed time and without any nonconformity or defect, and are not concerned with the efficiency of operations and the costs involved (Saiz et al, 2007;Verdecho et al, 2010;2011;Lima et al, 2011;Galdámez et al, 2009).…”

Section: Key Factors For Successmentioning

confidence: 99%

“…Business networks are organizational arrangements that member organizations can use to initiate, develop, and improve their processes in search of continuous innovation leading to environmental, social, and industrial performance (Diez-Vial, 2011;Delgado et al, 2010). In the last few decades, the structure of enterprise networks has been seen as a tactic for small and medium enterprises (SMEs) to maintain a competitive edge in the market (Verdecho et al, 2012;Galdámez et al, 2009;Saiz et al, 2007).…”

Section: Introductionmentioning

confidence: 99%

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A measurement model for managing performance of horizontal business networks and a research case

Bonatto

Resende

Pontes

et al. 2017

Prod.

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A significant challenge facing companies that are members of collaborative networks are measuring their market performance, even as they evaluate their contribution to the development of the network. This paper develops a model for analyzing the performance measurement of horizontal business networks. We do this by reviewing literature related to performance management in horizontal networks and systematically selecting eight functional perspectives, and 25 operational factors associated with them, to measure the performance of both companies and the network. We employ the Analytic Hierarchy Process (AHP) for deciding perspective weights and use its quantitative results to create a diagram for representing the effectiveness of performance management at the company and network level. The model is tested by applying it to companies in an Information Technology business network. We analyze the results of the individual and network performance of the companies surveyed, along with the evaluative perspectives relevant to the network.

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