Network Theory of Internalization and Social Capital in Internalization

This network type is similar to the hollow corporation in that it cultivates relationships with an assortment of vendors to manage the supply chain. The distinction, however, is that while hollow corporations focus on the conceptual development and marketing of their products, the Keiretsu network is corporately invested in at least some aspects of the supply chain. For example, the following network strategies could be contained in the Keiretsu network:

Many of the new forms developed are a direct relationship between self-organization and network. The inner workings of the organization help to develop a massive network. Thus, increasing the number of quality relationships with other business, organization, or school districts. The development of networks is invaluable to any organization. Business managers, principals, superintendents, and etc. use their networks to ensure that the organization, or school they are crafting is one that will represent success.

Alternative structures such as grouping by output/product or grouping by market are not options as they would result in “duplication of activities and resources, the erosion of deep technical expertise, missed opportunities for synergies and learning” (Ancona, Kochan, Scully, Van Maanen, & Westney, 2009, p. M2-19). The matrix structure provided a potential positive aspect in that it would provide a needed cross-functional linking mechanism by mixing the functional structure with grouping by output/product, but the complexity, cost, dual systems, and dual roles resulting from the matrix structure historically resulted in either the functional or the output/product system becoming more powerful than the other.

The network effect represents also the primary source for the operational relatedness of the diversification strategy adopted by the company, which uses the network of people (in this case is seen as an activity) created as the primary input for all its business activities, thus creating economies of

The two networks combine to connect the members to create a valuable impact in the world.

The third way to create shared value, after Kramer and Porter, is enabling the local cluster development. A cluster, a geographic concentration of businesses and institutions, is seen as a necessary condition to maintain productivity and competitiveness because no company can be self-contained. So business is dependent on their environment, e.g. consisting of infrastructure and supporting companies, and has to work on it. A lack of framework conditions arise internal costs, such as costs of logistics or the possible pool of workers, and has to be identified and mended by the company. Another key condition is the formation of open and transparent markets. As mentioned before, the company's success is

Network analysis is a visual representation of what needs to be done, and when it needs to be done. Networks are basically a technique to help management in the planning and control of projects. They also show relationships between the different tasks that need to be accomplished. Networks are not only useful for planning and controlling, but they can provide a means of communication between the various

The main objective of the Inter-organizational network is the accomplishment of collective goals for the participating organizations. The goals require inputs or contributions from other organizations, as no single organization is capable of achieving the goals on its own. The organizations, connected through network, derive benefits from other organizations’ structures. The benefit derived from joining an organization is must also be greater than the cost involved. Otherwise, a single organization does not derive any incentive from joining inter-organization network, choosing over individual goals and objectives.

Corporate Networks in organisations can be complex structures that “requires a great deal of attention” (Clemm 2007). Even small companies can have quite complex networks that are a considerable investment to the business. The notion that corporate network management is a cost to a business rather than a continual beneficial investment is a naive assumption that requires further investigation to the benefits that network management brings. Clemm (Clemm 2007) states in his text that the ultimate goal of network management “is to reduce and minimize total cost of ownership”, improving operational efficiency and lowering cost. Clemm (Clemm 2007) also notes that “Network Management is not just related to cost and quality”, which will be an

Bernard, S. A. (2012). EA3: An Overview of Enterprise Architecture. In An Introduction to Enterprise Architecture (3rd ed.). Bloomington, Indiana: AuthorHouse.

In our modern organization, there are certain tools that are used to shape & build a more quality infrastructure. The significance of the various elements attached to KM cycles help provide innovation on propelling organizations. There are four essential areas that play a significant difference on developing a firm foundation. (1) Knowledge creation and/or capture, helps increase our effectiveness within displaying on ability of exemplifying quality work results. It also develops better efficient ideas of innovation or developing a sense of techniques to effectively demonstrate an effective effort in attaining desirable results (2) Knowledge Acquisition & Application helps building between areas that may needed to be redefined with new innovation/knowledge. The other incentive maybe understanding new efficient opportunities to reach the conceptual goal (3) Knowledge codification helps with attaining organization from various entities that are essential to organizational functioning proper. At Swift Transportation, the knowledge codification for drivers stem from the Qualcomm. The Qualcomm helps store routes, paperwork, newsletter, & other important information concerning jobs specifics (4) Knowledge Sharing & Dissemination becomes available through the Qualcomm (Frost, 2010). There are outlets that helps all departments within our company to transfer information. The new developments are readily made accessible from corporate headquarters to our trucks.

This new work environment has given rise to many technology trends that enable better communications and collaboration between the various stakeholders in the extended enterprise.

Network Alliance), benefits, sales financial management, etc. * Cooperatives for purchasing, advertising, etc. (including trade associations) * Joint Ventures and strategic alliances * Employee incentives and rewards for cost-cutting

In order to acquire this attractive network position, firms have to be conscious about the networks they are building and evolving in.

Need of network: every firm needs network to pursue its interest. Interest may vary from learning more about partner, to keep eye on the market spread in other competitor sphere, for acquiring the expertise of partner firm, to cope up with rapid changing behaviour of global market. No firms wants to remain to itself and turn blind to global developments in respective sector. So in order to cope up with such issues a firm needs network resource.