نتایج جستجو برای: interorganizational relations

تعداد نتایج: 146835  

2009
Yuan Niu Sungjune Park Antonis C. Stylianou Chandrasekar Subramaniam

Supply chains have increasingly become an opportunity for firms to access complementary competencies and learn from other firms. To better understand the role of IT-enabled learning strategies in affecting the supply chain firms’ learning outcome, we use a computational simulation approach to model the IT tools used for intraand interorganizational learning. This research-in-progress builds on ...

2003
Jessica LeAnn Urban

Historically, issues of gender, race and the environment have received little attention in mainstream International Relations (IR) scholarship. Great strides have been made, however, in interrogating the inadequacies of the field in these areas and, similarly, in demonstrating the necessity of expanded definitions of security and violence in IR. Despite these strides, mainstream environmental s...

2011
Amirreza Tahamtan Johann Eder J. Eder

We propose a layered architecture for choreographies and orchestrations of web services. The proposed architecture uses the concept of process views. The distributed nature of the model and the concept of views improve the privacy of business partners but do not limit their interaction capabilities, an essential feature in B2B and interorganizational applications. Our approach enables descripti...

2003
Rainer Schmidt

Dynamic inter-organizational business processes are necessary to enable the flexible creation of partnerships in areas such as e-commerce and supply-chain-management. Although many information system architectures for the support of static inter-organizational business processes exist, such architectures are still not available for supporting dynamic inter-organizational business processes. In ...

Journal: :International Journal of Managing Projects in Business 2022

Purpose The paper aims at identifying knowledge sharing barriers and enablers in an interorganizational setting different levels of units. For this purpose, the Peshawar Bus Rapid Transit project Pakistan is examined. Design/methodology/approach This study adopts exploratory single case approach. empirical data comprise semi-structured interviews archival documents. Thematic analysis used for a...

Journal: :Organization Science 2011
Hans Berends Elco van Burg Erik M. van Raaij

In this paper, we investigate how interorganizational networks and interpersonal networks interact over time. We present a retrospective longitudinal case study of the network system that developed a novel aircraft material and analyze change episodes from a structurationist perspective. We identify five types of episodes in which interpersonal and interorganizational networks interact (persist...

2011
Munkhbat Luvsanbyamba Keun Chung

This study extends the previous research framework—the TOE (technological, organizational, and environmental perspectives) model of technological innovation—by using a revised model—the TOIM (technological, organizational, interorganizational, and marketplace perspectives) model. The study tests additional variables, including trust (interorganizational perspective), aggregation, and service qu...

2007
Renate Mayntz

In this paper an attempt is made to widen the perspective under which interorganizational networks are generally seen. It is argued that both in the economy and in policy making, network phenomena are in fact becoming more prominent. This is linked to functional differentiation, a core process of societal modernization, which implies the existence of partly autonomous societal subsystems. Their...

1997
Allen M. Weiss Nancy Kurland

The authors investigate the effect of managers' perceptions of two types of transaction-specific investments on their intention to terminate a current interorganizational relationship: (1) the specific knowledge necessary for a manufacturer's representative (rep) to carry out the selling function for a given manufacturer and (2) the specific knowledge reps acquire about their own customer accou...

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