Value-creating networks: organizational issues and challenges

摘要

Purpose - The purpose of this paper is to provide examples of evaluating value-creating networksrnand to address the organizational issues and challenges of a network orientation.rnDesign/methodology/approach - Value network analysis was first developed in 1993 and wasrnadapted in 1997 for intangible asset management. It has been applied from shopfloor work groups tornbusiness webs and economic regions. It draws from a theory base of living systems, knowledgernmanagement, complexity theory, and intangible asset management.rnFindings - The paper provides an overview of a value network analysis method and examples andrninsights from its practical application.rnResearch limitations/implications - The paper does not provide a detailed comparative analysisrnwith social network analysis, but rather looks forward to where interest in social networks may evolverninto continuing concentration on value-creating networks.rnPractical implications - Value network analysis provides an opportunity to overcome the "split" inrnbusiness management practices, where human interactions and relationships reside in one world ofrnmodels and practices, and business processes and transactions reside in another. The engineeringrnapproaches of the last two decades have focused on driving out variation, with the unanticipatedrnconsequence of stifling organizational agility and innovation. The more human-centric orientation ofrnthe value network perspective brings these two worlds together in a powerful, simple, and pragmaticrnway to model business activities.rnOriginality/value - The paper augments and expands the growing application of social orrnorganizational network analysis by pointing to a next generation of analysis and analytics that canrnsupport organizational effectiveness. The value network analysis method fills a gap between networkrntheory and practical application for managers, executives, analysts, and researchers.