This chapter focusses on the central issue of how to regulate interdependent supply situations at an operational level through organizational solutions. It addresses three key issues relating to successful supply network development, namely customer–supplier interdependence, organizational roles to coordinate interdependent parties in supply networks, and supply chain activities for effective internationalization. Two variables – technological knowledge needed to be transferred to run foreign operations and the customer–supplier interaction context of the focal firm – play a pivotal role in determining the alternative routes a company can follow to internationalize its supply networks.
Organization development in supply
ROMANO, Pietro;
2013-01-01
Abstract
This chapter focusses on the central issue of how to regulate interdependent supply situations at an operational level through organizational solutions. It addresses three key issues relating to successful supply network development, namely customer–supplier interdependence, organizational roles to coordinate interdependent parties in supply networks, and supply chain activities for effective internationalization. Two variables – technological knowledge needed to be transferred to run foreign operations and the customer–supplier interaction context of the focal firm – play a pivotal role in determining the alternative routes a company can follow to internationalize its supply networks.I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.
