This paper addresses the phenomenon of global operations networks and how they change over time. The paper is based on the cases of three Danish companies and their global operations networks. It finds a number of common patterns highlighting some organisational effects and managerial challenges the companies face regarding rapid changes in their networks configurations and capabilities. The paper details the variables determining these changes and suggests how the on-going interplay between the focal organisation, its network partners, and their various contextual conditions can be approached.
Proceedings of the 16th International Annual Euroma Conference: Implementation - Realizing Operations Management Knowledge, 2009
Global network configuration; Offshoring and offshore outsourcing process; Capabilities; Case studies
Main Research Area:
The 16th International Annual EurOMA Conference, 2009