Prioritization and management of inter-enterprise collaborative performance

Verdecho, María-José; Alfaro-Saiz, Juan-José; Rodríguez-Rodríguez, Raúl

doi:10.1016/j.dss.2011.12.011

Cited by 21 publications

(12 citation statements)

References 35 publications

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“…Multi-enterprise collaborative decision support system (MECDSS) frameworks are also used [20], in which each enterprise proposes its own decisions, and dispose of all the data to identify how its decisions affect itself and its partners. The Analytic Network Process (ANP) models the prioritisations of CN partners' for determining how the decisions defined by the CN enterprises influence on the strategies achievement of the network [21]. Finally, [22] proposes a sequential decision problem under uncertainty, based on subjective probabilities, to evaluate the probability that a decision of one partner is optimal for itself and for another network partner.…”

Section: Accepted Manuscriptmentioning

confidence: 99%

A decision support system for the collaborative selection of strategies in enterprise networks

Andrés

Poler

2016

Decision Support Systems

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Collaborative networks (CN) consist of autonomous and heterogeneous partners, and each defines its own objectives and formulates its own strategies, which are selected and activated to achieve these objectives. The heterogeneity that characterises network partners could lead to contradictions appearing among the strategies formulated in each CN enterprise.Consequently, the strategies formulated in one enterprise could negatively influence the achievement of the objectives defined in other enterprises of the same network. These contradictions lead to strategies misalignments, which worsens the network performance. In order to deal with these misalignments, a DSS is proposed to support the process of selecting the strategies among all those formulated, with the aim of achieving higher alignment levels.The proposed DSS considers the impacts that each strategy formulated in each enterprise has on the performance of the objectives defined by each network partner. This allows enterprises to select a set of aligned strategies. The selection of proper strategies to be activated in each enterprise strongly influences the CN's performance level, and higher levels of network adaptability, agility and competitiveness are achieved. The proposed DSS is validated under real conditions in a food industry network. The DSS is evaluated by emulating real collaborative conditions and is compared with the equivalent non-collaborative decision making perspective used for selecting strategies. The results demonstrate that the collaborative approach outperforms the performance level of the non-collaborative one and is more effective for handling the robustness and the long-term operation of the CN.Enterprises are continuously dealing with new decisions, and, when carrying out the decision-making process, they have to reach a decision after considering a set of potential options. The decision-making process increases in complexity when more than one actor is involved in the decision; this occurs in collaborative networks (CN). Camarinha-Matos and Afsarmanesh [1] define CN as a network that consists of a variety of autonomous, geographically distributed and heterogeneous entities that collaborate to better achieve common or compatible goals, and to jointly generate value. In CN, each enterprise defines its own objectives and formulates its own strategies; therefore, distinct interests are involved, which may lead to conflictive situations that derive from disagreements in the selection of strategies.The processes carried out by the enterprises that belong to a CN are characterised by being collaborative; and have been largely studied with the aim of dealing with the associated complexity in the CN context. Works that are worth mentioning and propose decision-making systems to address the associated complexity, which occurs in the CN context, include [2] [3][4]. The work carried out by [5] consolidates the wide variety of knowledge available in the collaborative domain, and proposes a comprehensive analysis of the most important collaborat...

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Section: Accepted Manuscriptmentioning

confidence: 99%

A decision support system for the collaborative selection of strategies in enterprise networks

Andrés

Poler

2016

Decision Support Systems

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“…The BSC [74] has been selected as performance measurement framework due to the fact that it is one of the most important and widespread implemented PMSs in different organizations [75].…”

Section: The Proposed Methodologymentioning

confidence: 99%

An ANP-multi-criteria-based methodology to link intangible assets and organizational performance in a Balanced Scorecard context

Boj

Rodríguez-Rodríguez

Alfaro-Saiz

2014

Decision Support Systems

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“…Organizations are engaging in new relationships and new business structures to survive in today's turbulent and competitive environment (Verdecho, Alfaro-Saiz, & Rodriguez-Rodriguez, 2012). Furthermore, organizations are increasingly using IT in a shared environment to collaborate by being part of collaborative organizational structures (COS) (Hung, Chang, Yen, Kang, & Kuo, 2011).…”

Section: Discussionmentioning

confidence: 99%

On Information Technology Competencies for Collaborative Organizational Structures

Prasad¹,

Green²

2016

CAIS

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Abstract:There is an uptake of organizations' involvement in collaborative organizational structures (COS). Consistent with the resource-centric views of the firm, we suggest that the COS members need to contribute their managed IT competencies to their COS, whose synergies would create COS IT competencies. We suggest three key IT competencies for COS: proactive top management decision synergy, collaborative and agile IT infrastructure, and cross-functional tactical management synergy. Using survey data, we found evidence of a positive association between these COS IT competencies and the collaborative rent-generating potential of the COS. We also found a positive association between the collaborative rent-generating potential of the COS and the business value of the COS members. The results suggest that developing COS IT competencies add value to a COS and its members. This study provides guidance for organizations looking to leverage their involvement in a COS.

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Prioritization and management of inter-enterprise collaborative performance

Cited by 21 publications

References 35 publications

A decision support system for the collaborative selection of strategies in enterprise networks

A decision support system for the collaborative selection of strategies in enterprise networks

An ANP-multi-criteria-based methodology to link intangible assets and organizational performance in a Balanced Scorecard context

On Information Technology Competencies for Collaborative Organizational Structures

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