Abstract
Most industrial companies are, for reasons related to cost, market access or knowledge,
working with some aspect of offshore operations. This may take form of captive operations or
through outsourcing of activities overseas. With this trend, global operations networks are
emerging resulting in corporate strategic repositioning, re-configurations of sites, and
changes to the underlying capabilities. The paper is based on cases of 3 Danish companies
and their global supply networks. These networks are not in a steady state, they evolve as a
consequence of the ongoing co-evolution between the focal organisation and network partners
as well as various contexts that surround them. This paper addresses this ongoing co-evolution
and finds a number of common patterns: strategic re-focusing of the focal organisation downstream;
changing roles of individual sites within the supply network; and shifting capabilities
and intensified need for transfer, assimilation and augmentation of activities and know-how
within the network. Based on these the paper highlights some organisational effects and
managerial challenges the companies face regarding rapid changes in their networks
configurations and capabilities.
working with some aspect of offshore operations. This may take form of captive operations or
through outsourcing of activities overseas. With this trend, global operations networks are
emerging resulting in corporate strategic repositioning, re-configurations of sites, and
changes to the underlying capabilities. The paper is based on cases of 3 Danish companies
and their global supply networks. These networks are not in a steady state, they evolve as a
consequence of the ongoing co-evolution between the focal organisation and network partners
as well as various contexts that surround them. This paper addresses this ongoing co-evolution
and finds a number of common patterns: strategic re-focusing of the focal organisation downstream;
changing roles of individual sites within the supply network; and shifting capabilities
and intensified need for transfer, assimilation and augmentation of activities and know-how
within the network. Based on these the paper highlights some organisational effects and
managerial challenges the companies face regarding rapid changes in their networks
configurations and capabilities.
| Originalsprog | Engelsk |
|---|---|
| Titel | Ledelse - brudflader og paradokser i ledelsesudfordringen |
| Redaktører | Ada Scupola Hugger |
| Antal sider | 15 |
| Vol/bind | http://www.det-danske-ledelsesakademi.dk/aktiviteter.htm |
| Publikationsdato | 2008 |
| Sider | 1 |
| Status | Udgivet - 2008 |
| Begivenhed | Ledelse - brudflader og paradokser i ledelsesudfordringen - København, Danmark Varighed: 8 dec. 2008 → 9 dec. 2008 Konferencens nummer: 3 |
Konference
| Konference | Ledelse - brudflader og paradokser i ledelsesudfordringen |
|---|---|
| Nummer | 3 |
| Land/Område | Danmark |
| By | København |
| Periode | 08/12/2008 → 09/12/2008 |