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2017 | OriginalPaper | Chapter

Organizational Network Management System

Author : Beata Barczak

Published in: Country Experiences in Economic Development, Management and Entrepreneurship

Publisher: Springer International Publishing

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Abstract

The aim of this paper is to present a model of an organizational network management system. An organizational network management system has been characterized by distinguishing three aspects: the dynamic aspect (network relationships and network management functions), the subjective aspect (network nodes), and the way of organizing the network. The characteristics of a network structures management system was preceded by the interpretation of the organizational network term in an interdisciplinary perspective.

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These models were developed especially for network innovation, which is why an important role is assigned in them to the management of knowledge in networks.

Typical stages in the process of organising include: determining the scope of tasks to be implemented to achieve the assumed objectives; division of the overall tasks into partial tasks, combining (grouping) positions; construction of coordination mechanisms; controlling the organisation efficiency and its correction.

cf. (Delporte-Vermeiren et al. 2004; McKiernan, 1992).

In some network types we can talk about bureaucratic coordination characterised by the occurrence of a hierarchical organisational structure in which superiors have the formal power to impose the direction and course of action, as well as the allocation of resources and giving commands. A typical example of bureaucratic coordination in the network is a franchise. Franchise networks apply tools typical in bureaucratic control (managerial supervision, formal planning systems, and integrated information systems).

The existence of a brokerage institution enables the development of network relations. However, it does not determine the creation of a network yet. Taking into consideration the issue of voluntary joining and leaving the network, it is necessary to analyze many additional elements considered when new units join a functioning network. One of such elements is own reputation and the reputation of potential partners. Connecting with other market participants, the organization begins to be viewed through the prism of its partners, partially taking over their image. Therefore, each individual network has its own reputation (already possessed) and an acquired reputation. Other components considered when joining a network are:

adequate infrastructure and organizational culture,
possibility and necessity to share knowledge in the network,
chance to use a part of the silent knowledge (patents, inventions, copyrights) of the integrator company,
increase in the impact,
safety of functioning.

The circulation of coordination powers should be understood and measured as the number of cases (in a given period, for example three years), in which a change of the action coordination takes place.

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Title: Organizational Network Management System
Author: Beata Barczak
Publisher: Springer International Publishing
Book: Country Experiences in Economic Development, Management and Entrepreneurship
Print ISBN: 978-3-319-46318-6

Electronic ISBN: 978-3-319-46319-3

Copyright Year: 2017
DOI: https://doi.org/10.1007/978-3-319-46319-3_48