MANAGING GLOBAL OPERATIONS NETWORKS IN MOTION: TRANSITIONS IN CONFIGURATIONSAND CAPABILITIES

Research output: Contribution to book/anthology/report/conference proceedingArticle in proceedingResearch

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.
Original languageEnglish
Title of host publicationLedelse - brudflader og paradokser i ledelsesudfordringen
EditorsAda Scupola Hugger
Number of pages15
Volumehttp://www.det-danske-ledelsesakademi.dk/aktiviteter.htm
Publication date2008
Pages1
Publication statusPublished - 2008
EventLedelse - brudflader og paradokser i ledelsesudfordringen - København, Denmark
Duration: 8 Dec 20089 Dec 2008
Conference number: 3

Conference

ConferenceLedelse - brudflader og paradokser i ledelsesudfordringen
Number3
Country/TerritoryDenmark
CityKøbenhavn
Period08/12/200809/12/2008

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