The Virtual Development Office Framework for Business Networks: A Case Study from the Umbrian Packaging District

Botarelli, Marco; Taticchi, Paolo; Cagnazzo, Luca

doi:10.1007/978-0-387-84837-2_62

Cited by 5 publications

(4 citation statements)

References 41 publications

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“…The former definition is [20]: "VDO is a network entity with the aim to identify competitive positioning of the network enterprise and to promote, within the network, business missions". This definition clarifies what is a VDO, the entity introduced to manage the Collaborative Network, but does not clearly explain the role of the Network if compared to the VBE.…”

Section: Vdo (Virtual Development Office)mentioning

confidence: 99%

Evaluating How Potential Pool of Partners Can Join Together in Different Types of Long Term Collaborative Networked Organizations

Cardoni

Saetta

Tiacci

2010

IFIP Advances in Information and Communication Technology

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Abstract. The considerable benefits brought up by strategic alliances and diverse types of long term Collaborative Networked Organizations (CNOs) are nowadays widely recognized. There is an increasing demand in the industrial world for concretely implement new forms of collaborations. For example, demand often comes from pre-existent form of clusters or local productive arrangements, that want to evolve to more efficient forms of collaboration, or from small and medium enterprises that are facing a crisis, and look at collaboration with other enterprises as almost the last chance to survive. In general, variety of motivations in collaborating implies variety of missions of potential collaborations, that in turn requires the choice of an appropriate form of Collaborative Network aligned to the mission statement. This paper addresses the problem to define a methodology for analyzing potential pool of partners and for identifing the mission, the form, the governance structure and the value drivers of long term strategic alliance that would bring highest benefits to the partners. Three different forms of CNOs are considered: the Virtual organizations Breeding Environment (VBE), the Virtual Development Office (VDO) and the T-Holding.

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Section: Vdo (Virtual Development Office)mentioning

confidence: 99%

Evaluating How Potential Pool of Partners Can Join Together in Different Types of Long Term Collaborative Networked Organizations

Cardoni

Saetta

Tiacci

2010

IFIP Advances in Information and Communication Technology

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“…Most of the published collaborative networks cases (Ferreira 2001;Garita 2004;Botarelli, Taticchi et al 2008; Volpentesta and Ammirato 2008) do not follow any specific structure, what implies that: (i) some relevant aspects of networks are not explicitly identified; (ii) for the reader it is more difficult to observe a specific characteristic in the network description; (iii) it is harder to comparatively analyze two networks. In order to overcome these difficulties, the ARCON (Afsarmanesh and Camarinha-Matos 2008) modelling framework, which has been proposed to capture the various aspects involving the representation of Collaborative Networks, is adopted in this case study.…”

Section: Introductionmentioning

confidence: 99%

Modelling a Collaborative Network in the Agri-Food Sector Using ARCON Framework: The PROVE Case Study

Macedo¹,

Abreu²,

Camarinha-Matos³

2012

IFIP Advances in Information and Communication Technology

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Abstract. PROVE network is an agri-food network that aims to enable small farmers to sell their goods directly to consumers resulting from this exchange benefits to both parties. This network was selected to apply the ARCON Modelling Framework in order to evaluate its appropriateness to represent this kind of collaborative networks. Starting with a brief presentation of PROVE, this paper presents a systematic representation of the network using the ARCON framework. Furthermore a discussion about the benefits, challenges and difficulties found in our experience of applying ARCON to this kind of network is presented.

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“…The only reliable access to empirically based data marks case studies in collaborative networks of SME (e.g. [8], [9]). …”

Section: Introductionmentioning

confidence: 99%

Cooperation of SMEs – Empirical Evidences After the Crisis

Schütze

Baum

Ganß

et al. 2011

Adaptation and Value Creating Collaborative Networks

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Abstract. Cooperation is a key success factor for small and medium enterprises (SME) in most of the countries. At the beginning of the 2000s, a large European study has analysed the extent and the effect of cooperation between SMEs. However, how successful have been cooperation of SMEs during the economic crisis of the last years? Has the cooperation rate decreased or increased? What are the drivers and obstacles of SME cooperation? Based on an empirical study in a SME-rich region in Germany, which was finished in January 2011, these and further questions will be answered in detail.

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The Virtual Development Office Framework for Business Networks: A Case Study from the Umbrian Packaging District

Cited by 5 publications

References 41 publications

Evaluating How Potential Pool of Partners Can Join Together in Different Types of Long Term Collaborative Networked Organizations

Evaluating How Potential Pool of Partners Can Join Together in Different Types of Long Term Collaborative Networked Organizations

Modelling a Collaborative Network in the Agri-Food Sector Using ARCON Framework: The PROVE Case Study

Cooperation of SMEs – Empirical Evidences After the Crisis

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