The widening scope of inter‐organizational networking:

Zeffane, Rachid

doi:10.1108/01437739510089076

Cited by 19 publications

(16 citation statements)

References 22 publications

(26 reference statements)

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“…Elas combinam consenso e conflito, colaboração e competição (Nooteboom, 2004). Em outras palavras, a rede, como uma nova organização, é uma combinação única e singular de estratégia, estrutura e gestão (Zeffane, 1995).…”

Section: Redes Como Uma Forma De Organizaçãounclassified

Réplica - Redes são Redes ou Redes são Organizações?

Balestrin

Verschoore

2014

Rev. adm. contemp.

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Section: Redes Como Uma Forma De Organizaçãounclassified

Réplica - Redes são Redes ou Redes são Organizações?

Balestrin

Verschoore

2014

Rev. adm. contemp.

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“…Outsourcing is a widely researched topic in strategic management, supply chain management, services, manufacturing and operations management (Belinski & Koehler, 1995;Blumberg, 1998;Campbell, 1995;Fan, 2000;Fitzsimmons, et al, 1998;Zeffane, 1995). When applied to asset maintenance, one has to be aware of the pros and cons of outsourcing as summarized in Table 1 (Dubbs, 1992;Embleton & Wright, 1998;Hubbard, 1993;Kleeman, 1994;Raynor, 1992).…”

Section: Outsourcing Versus Out-taskingmentioning

confidence: 99%

Sourcing strategies of facilities management

Hui¹,

Tsang

2004

Journal of Quality in Maintenance Engineering

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In this study, four sourcing strategies are identified in the delivery of maintenance service in facilities management, namely in-sourcing, out-tasking, outsourcing for cost saving, and outsourcing for capability. Since each of these strategies has merits under specific circumstances, a framework for the selection of appropriate sourcing strategy in particular situations is presented. This framework, which takes into consideration scope of sourcing under consideration and purpose of the sourcing decision, was developed on the basis of results of an earlier research and has been validated by the findings obtained from interviews with practitioners in exemplary organizations. This paper also provides guidelines for implementing the selected sourcing option, along with discussion of the related strategic and operational issues. Practical Implications The traditional approach to outsourcing cannot be the best sourcing strategy under all circumstances. Out-tasking is an alternative option that may be more appropriate in specific situations. This latter approach is widely practised in information technology and facilities management. While the strategic importance of out-tasking is generally recognized, little is understood about its practice. The decision matrix of strategic sourcing presented in this paper provides a useful management tool for selecting the appropriate sourcing strategy. In addition, the ensuing discussion on the implementation process offers insights into the strategic and operational issues related to putting specific sourcing strategies into practice. Although the proposed framework is formulated in the context of facilities management, its application can also be extended to the management of information technology, marketing, human resources and financial services.

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“…The benefits of partnership are widely advocated in literature (Belinski & Koehler, 1995;Blumberg, 1998;Campbell, 1995;Fan, 2000;Fitzsimmons, Noh, & Thies, 1998;Zeffane, 1995). However, opportunity cost is always incurred.…”

Section: Challenge Of Contractor Controlmentioning

confidence: 99%

The inter‐organizational relationship in a multi‐contractor business network

Hui

Tsang

2006

Journal of Quality in Maintenance Engineering

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This paper presents a study on the relationship between the client and the contractor in a multi-contractor business network. A model built on transaction cost economics and relational exchange theory is proposed to determine the preferred governance mechanism as a function of fit with the technical environment of facilities management. Hypotheses in the model are tested by means of data collected from a survey of facilities managers. The dependent variable is relational norm (defined as degree of relational control). The antecedents are asset specificity, decision making uncertainty, risk of malfunction, and trust. The unit of analysis is asset-based dyad consisting of the client and the contractor linked by the asset. It is found that decision making uncertainty has a negative effect on relational norm. On the other hand, a positive relationship exists between asset specificity and relational norm, and this relationship is moderated by risk of malfunction. Practical ImplicationsThe implementation of out-tasking has resulted in a business network whereby more than one contractor works for a client that also has an internal team. It is a challenge to both the client and the contractors. There are conflicting views regarding the need of the client to maintain partnership relationships with its contractors. This paper presents a decision support model, developed through hypotheses testing, for determining the optimal form of relationship that should apply between the client and its contractor in the context of outtasking. In the continuum between contractual and relational control of the contractor, the optimal degree of relational control is contingent upon situational factors. By means of the model, the gap between the current form of relationship and the desired one can be determined. With this knowledge, the facilities manager can then plan change initiatives to close the gap.

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The widening scope of inter‐organizational networking:

Cited by 19 publications

References 22 publications

Réplica - Redes são Redes ou Redes são Organizações?

Réplica - Redes são Redes ou Redes são Organizações?

Sourcing strategies of facilities management

The inter‐organizational relationship in a multi‐contractor business network

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