Performance evaluation as an influence factor for the determination of profit shares of competence cells in non-hierarchical regional production networks

Jähn, Hendrik; Zimmermann, Matthias; Fischer, Marco; Käschel, Joachim

doi:10.1016/j.rcim.2005.11.011

Cited by 18 publications

(2 citation statements)

References 2 publications

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“…In EU: Germany (Bölt et al, 2000;Gerber et al, 2004;Neuberta et al, 2004;Roth et al, 2005;Jähn et al, 2006;Müller et al, 2006;Ackermann, 2007;Jaehne et al, 2009;Kampker et al, 2010;Ganß et al, 2011;Lau et al, 2011), Belgium (Vancza et al, 2011, Hungary (Schuh et al, 2008), Portugal (Camarinha-Matos et al, 2001;Pinto Leitão, 2004), Netherlands (Camarinha-Matos et al, 2007), Spain (Giret et al, 2009), Italy (Villa et al, 1998;Corvello et al, 2007;Manzini et al, 2011), Greece (Assimakopoulos et al, 2003) and Croatia ; in USA (Leigh Reid et al, 1996;Sturgeon et al, 2002); in China (Hongzhao et al, 2005), Japan (Yamawaki, 2002) and South Korea (Choi, 2005); in Columbia (Micán et al, 2011) and Brasil (Lima et al, 2011). However, only few concepts (models) have been completely developed to be implemented in practice.…”

Section: Production Network Modelsmentioning

confidence: 99%

Production Networks and Partner Selection Problem

Veža¹,

Mladineo²,

Gjeldum³

2013

DAAAM International Scientific Book 2013

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Section: Production Network Modelsmentioning

confidence: 99%

Production Networks and Partner Selection Problem

Veža¹,

Mladineo²,

Gjeldum³

2013

DAAAM International Scientific Book 2013

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“…Manufacturing companies can no longer be seen as individual systems, but rather as participators in an extended value chain (Browne & Jiangang, 1999). Optimizing this value chain is one major challenge in order to achieve business success (Jähn, Zimmermann, Fischer & Käschel, 2006).…”

Section: Information Integrationmentioning

confidence: 99%

Industry-Wide Supply Chain Information Integration

Henningsson

Hedman

2010

International Journal of Information Systems and Supply Chain Management

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Experiences from enterprise-wide integration initiatives during more than four decades indicate that industry-wide information integration could render substantial benefits. Two ways in which industry-wide integration differs from enterprise-wide integration are that there is no common management level and the economic units in the integration are the constituent units, not the industry. Management involvement has been emphasized as perhaps the most critical success factor for enterprise-wide information integration. The common economic unit enables increased costs in one part of the organization to lower the total cost in the company as a whole. In this article the authors address which consequence these two differences have for the development of information integration in four industry-wide supply chains. The authors find the existing methods for enterprise-wide information integration, such as BPR, virtually impossible to apply on industrywide information integration and that the disjoint economic responsibility is a hampering aspect in reaching potential benefits of industry-wide information integration.

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