Network Setting (network + setting)

Distribution by Scientific Domains

Selected Abstracts

Wicked Problems, Knowledge Challenges, and Collaborative Capacity Builders in Network Settings

Edward P. Weber
Networks have assumed a place of prominence in the literature on public and private governing structures. The many positive attributes of networks are often featured,the capacity to solve problems, govern shared resources, create learning opportunities, and address shared goals,and a literature focused on the challenges networks pose for managers seeking to realize these network attributes is developing. The authors share an interest in understanding the potential of networks to govern complex public, or "wicked," problems. A fundamental challenge to effectively managing any public problem in a networked setting is the transfer, receipt and integration of knowledge across participants. When knowledge is viewed pragmatically, the challenge is particularly acute. This perspective, the authors argue, presents a challenge to the network literature to consider the mind-set of the managers,or collaborative capacity-builders,who are working to achieve solutions to wicked problems. This mind-set guides network managers as they apply their skills, strategies, and tools in order to foster the transfer, receipt, and integration of knowledge across the network and, ultimately, to build long-term collaborative problem-solving capacity. [source]

An Empirical Investigation of Knowledge-Sharing in Networks

Stephan M. Wagner
Summary Given the growing importance of knowledge-sharing, the primary purpose of this research is to develop and test a series of hypotheses regarding interorganizational knowledge-sharing with different actors in networks. Findings, based on responses from 182 firms, reveal that a firm's degree of knowledge-sharing with research institutions and customers is positively influenced by the firm's resource commitment. As expected, the firms' satisfaction is positively related to the frequency of communication. Consistent with the proposed hypotheses, knowledge tacitness diminishes the effect sharing knowledge with suppliers has on satisfaction. Contrary to expectations, tacitness positively moderates the effect sharing knowledge with customers has on satisfaction. Overall, this paper establishes the foundation for a more fine-grained analysis of knowledge-sharing with customers, suppliers and research institutions in a network setting. [source]

Inter-Firm R&D Networks: the Importance of Strategic Network Capabilities for High-Tech Partnership Formation,

John Hagedoorn
We examine the role of different network capabilities of companies that influence the formation of R&D partnerships in pharmaceutical biotechnology. Strategic network capabilities, specifically centrality-based capabilities and the efficiency with which companies choose their partners, are found to facilitate the formation of new partnerships. Unlike general experience with partnering, these strategic network capabilities play a crucial role in enabling companies to continue to interact with other companies through partnerships in a complex network setting. [source]

Partnering for e-government: Challenges for public administrators

John Langford
Public-private partnerships with information and communication technology firms have emerged as the vehicle of choice for implementing e-government strategies. Concerns are raised about the capacity of governments to manage these complex, multi-year, often multi-partner relationships that involve considerable sharing of authority, responsibility, financial resources, information and risks. The management challenges manifest themselves in the core partnering tasks: establishing a management framework for partnering; finding the right partners and making the right partnering arrangement; the management of relationships with partners in a network setting; and the measurement of the performance of e-government partnerships. The article reviews progress being made by governments in building capacity to deal with these core partnering tasks. It concludes that many new initiatives at the central agency and departmental/ministry level seem designed to centralize control of e-government projects and wrap them in a complex web of bureaucratic structures and processes that are, for the most part, antithetical or, at best, indifferent to the creation of strong partnerships and the business valuethat e-government public-private partnerships promise. [source]