network organizations.docx - RUNNING HEAD NETWORK ESTABLISHMENTS NETWORK ORGANIZATION RESEARCH PAPER Name Institution Affiliation 1 NETWORK

network organizations.docx - RUNNING HEAD NETWORK...

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RUNNING HEAD: NETWORK ESTABLISHMENTS 1 NETWORK ORGANIZATION RESEARCH PAPER Name Institution Affiliation
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NETWORK ESTABLISHMENTS 2 Abstract The construction of a network organization for international R&D has been shown to be a normality in the current literature. Nevertheless, issues still exist concerning the network organization, including the resolution of hierarchies causing the network organization to be a mere bureaucratic entity. In addition, in practical applications, it is rare to have a radical institutional alteration with respect to a network organization that accepts an inner market. The correlation of markets, hierarchy, and networks encouraged the creation of this research. A manifold case study about a number of interim institutions’ international R&D association highlights that there exist various logical contemplations in the design of a network organization with the aim of facilitating innovativeness. The various categories of network organizations that were considered include market-focused, directed and culture-focused networks. Various kinds of network organizations establish that institutions have duality and also possess ternary structures of three cooperative settings (market-based, hierarchy, and network). These settings are non-discrete, complementary and jointly augmenting.
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NETWORK ESTABLISHMENTS 3 Table of Contents Title: Exploration of Practical Network Organizations Based on Market-based Elements, Hierarchy, and Networking .............................................................................................................. 4 Introduction .................................................................................................................................. 4 Research Questions and Design ............................................................................................... 5 Literature review .......................................................................................................................... 7 The notion of network organization ......................................................................................... 7 Market, Hierarchy, and Network .............................................................................................. 9 Network organization and dichotomy .................................................................................... 10 Methodology .............................................................................................................................. 12 A Manifold case research and case outlines ........................................................................... 12 Data gathering and analysis .................................................................................................... 13 Findings and discussion ............................................................................................................. 14 Market-based network organization ....................................................................................... 14 Directed network organization ............................................................................................... 15 Culture-based network organization ....................................................................................... 16
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NETWORK ESTABLISHMENTS 4 Conclusion and recommendations ............................................................................................. 17 References ...................................................................................................................................... 18
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NETWORK ESTABLISHMENTS 5 Title: Exploration of Practical Network Organizations Based on Market- based Elements, Hierarchy, and Networking Introduction After the 1980s, transnational companies (TNC) started to globalize their R&D actions by establishing overseas R&D branches, with the aim of utilizing technology-based resources in multiple nations in the world. The globalizing R&D frameworks has made it possible to enter and benefit from emerging markets. These transnational companies have to constantly adjust their plans and internal structures in order to achieve a sustainable competitive edge and a constant value improvement. Theoretically, network organization is accepted as the most effective organizational tactic for sustaining innovativeness. It can be argued that strict control and old-fashioned hierarchies have become less effective and have the potential of harming innovativeness. Increasing evidence from conceptual and empirical studies has highlighted an inclination that favors network organization, particularly
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  • Spring '18
  • Professor Obura Oluoch
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