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  • 1.
    Bertoni, Marco
    et al.
    Luleå University of Technology, Department of Business Administration, Technology and Social Sciences, Innovation and Design.
    Larsson, Andreas
    Department of Design Sciences, Faculty of Engineering, Lund University.
    Ericson, Åsa
    Chirumalla, Koteshwar
    Larsson, Tobias
    Isaksson, Ola
    Randall, Dave
    Department of Sociology, Manchester Metropolitan University.
    The rise of social product development2012In: International Journal of Networking and Virtual Organisations, ISSN 1470-9503, E-ISSN 1741-5225, Vol. 11, no 2, p. 188-207Article in journal (Refereed)
    Abstract [en]

    The aim of the paper is to discuss the rising potential of social software to increase the knowledge management capabilities of virtual product development teams. It presents six fundamental transitions, elaborated from the empirical findings, which justify the rise of a more bottom-up, social creation and sharing of engineering knowledge in the virtual organisation. The study suggests that traditional engineering knowledge management approaches alone are not sufficient to support development activities in the virtual organisation, and that such teams display an increasing demand for social, comparatively lightweight and remixable platforms for bottom-up, social creation and sharing of knowledge.

  • 2.
    Kohtamäki, Marko
    et al.
    Department of Construction Management, Lund University , University of Vaasa, Department of Management.
    Vuorinen, Tero
    Department of Construction Management, Lund University.
    Varamäki, Elina
    Seinäjoki Polytechnic Business School.
    Vesalainen, Jukka
    Department of Construction Management, Lund University.
    Analysing partnerships and strategic network governance2008In: International Journal of Networking and Virtual Organisations, ISSN 1470-9503, E-ISSN 1741-5225, Vol. 5, no 2, p. 135-154Article in journal (Refereed)
    Abstract [en]

    Networks as organisational forms have achieved increasing attention in recent years. Typically, discussions have focused on the efficiency of different organisational modes, such as markets, hierarchy and networks. In this research, we argue that the economic system, when organised as networks, is often governed by using three different governance mechanisms: price, authority and trust, simultaneously. The main objective of this research is to develop the method for analysing the different mechanisms of governance in a strategic network. We apply a single case-study method to illustrate the usefulness and importance of the analysis. The analysis of governance allows managers to systematically evaluate the present and future state of partnerships in strategic networks. Copyright © 2008 Inderscience Enterprises Ltd.

  • 3.
    Varamäki, Elina
    et al.
    Seinäjoki University of Applied Sciences.
    Kohtamäki, Marko
    University of Vaasa.
    Järvenpää, Marko
    University of Jyväskylä.
    Vuorinen, Tero
    University of Vaasa.
    Laitinen, Erkki K.
    University of Vaasa.
    Sorama, Kirsti
    Seinäjoki University of Applied Sciences.
    Wingren, Tom
    University of Vaasa.
    Vesalainen, Jukka
    University of Vaasa.
    Helo, Petri
    University of Vaasa.
    Tuominen, Tommi
    University of Vaasa.
    Pihkala, Timo
    Lappeenranta University of Technology.
    Tenhunen, Jarkko
    Employment and Economic Development Centre for North Karelia, Joensuu.
    A framework for a network-level performance measurement system in SME networks2008In: International Journal of Networking and Virtual Organisations, ISSN 1470-9503, E-ISSN 1741-5225, Vol. 5, no 3-4, p. 415-435Article in journal (Refereed)
    Abstract [en]

    The present study aims to present a theoretical framework for a network-level performance measurement system. The suggested framework for the performance measurement system is composed of the factors that enable and cause the productivity and profitability of the network form of organisation. The framework developed in this study can be divided into six subdimensions: (1) network culture, (2) resources and competences, (3) models of action, (4) internal processes, (5) customer perspective and (6) financial indicators of the network. We argue that this framework provides research opportunities to study the performance of the network form of organisation; but even more importantly, it provides a unique framework to analyse and develop network organisations in practice. Copyright © 2008 Inderscience Enterprises Ltd.

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