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Article
Publication date: 14 August 2017

Bianca B.M. Keers, Paul C. van Fenema and Henk Zijm

The purpose of this paper is to examine an organization’s operational alignment in the process of alliance formation.

1204

Abstract

Purpose

The purpose of this paper is to examine an organization’s operational alignment in the process of alliance formation.

Design/methodology/approach

A literature study was conducted on the strategic importance of assessing and aligning organizations’ operations for alliancing. Furthermore, an instrumental case study was conducted to provide insight in the degree of operational alignment required for a maritime organization to form a service alliance.

Findings

Managers indicate a complex set of organizational capabilities required for improving operating process to successfully execute their alliance strategy. Two improvement trajectories were found to be used by alliance managers for aligning operations with alliance strategy: development of a corporate alliance infrastructure, and nurturing a collaborative business culture.

Research limitations/implications

The research is limited to one public organization establishing a vertical service alliance with one of its suppliers.

Originality/value

The paper introduces a new conceptual model of the alliance formation process, addressing the cyclical character of the pre-formation stage in which intra- and interorganizational management considerations alternate.

Details

Journal of Organizational Change Management, vol. 30 no. 5
Type: Research Article
ISSN: 0953-4814

Keywords

Available. Open Access. Open Access
Article
Publication date: 10 April 2018

Devrim Murat Yazan, Davide Cafagna, Luca Fraccascia, Martijn Mes, Pierpaolo Pontrandolfo and Henk Zijm

This paper aims to understand the implementation of a circular economic business where animal manure is used to produce biogas and alternative fertilizer in a regional network of…

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Abstract

Purpose

This paper aims to understand the implementation of a circular economic business where animal manure is used to produce biogas and alternative fertilizer in a regional network of manure suppliers and biogas producers and to reveal the impacts of five variables (manure quantity, transportation distance, manure dry content, manure price and manure discharge price) on the economic sustainability of manure-based biogas supply chains.

Design/methodology/approach

An enterprise input-output approach is used to model physical and monetary flows of the manure-based biogas supply chain. Computational experiments are performed on all variables to identify under which conditions the cooperation is beneficial for all actors.

Findings

The cooperation is profitable for a large-scale farm (>20,000 t/year) if biogas producer (b) pays farmer (f) to receive its manure (5 €/t) or if f sells manure for free and manure disposal costs are >10 €/t. Cooperation is always profitable for b if f pays b to supply its manure (5€/t). If b receives manure for free, benefits are always positive if b is a medium-large-scale plant (>20,000 t/year). For a small-scale plant, benefits are positive if manure dry content (MDC) is ≥12 per cent and transportation distance is ≤10 km.

Originality/value

The paper adds value to the biogas production research, as it makes holistic analysis of five variables which might change under different policy and geographical conditions. The investors in biogas production, suppliers and transportation companies can find correspondence to empirical findings for their own site-specific cases.

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Publication date: 13 August 2014

Paul C. van Fenema, Bianca Keers and Henk Zijm

Sharing services increasingly extends beyond intraorganizational concentration of service delivery. Organizations have started to promote cooperation across their boundaries to…

Abstract

Purpose

Sharing services increasingly extends beyond intraorganizational concentration of service delivery. Organizations have started to promote cooperation across their boundaries to deal with strategic tensions in their value ecosystem, moving beyond traditional outsourcing. This chapter addresses two research questions geared to the challenge of interorganizational shared services (ISS): why would organizations want to get and remain involved in ISS? And: what are the implications of ISS for (inter)organizational value creation?

Design/methodology/approach

The conceptual chapter reviews literature pertaining to ISS from public, commercial, and nongovernmental sectors. ISS is understood as a multistakeholder organizational innovation. In order to analyze ISS and conduct empirical research, we developed a taxonomy and research framework.

Findings

The chapter shows how ISS can be positioned in value chains, distinguishing vertical, horizontal, and hybrid ISS. It outlines ISS implications for developing business models, structures, and relationships. Success factors and barriers are presented that epitomize the dynamic interplay of organizational autonomy and interorganizational dependence.

Research limitations/implications

The research framework offers conceptual ideas for theoretical and empirical work. Researchers involved in ISS studies may adopt strategic, strategic innovation, and organizational innovation perspectives.

Practical implications

ISS phases are distinguished to focus innovation management — initiation, enactment, and evaluation. Furthermore, insights are provided into processes and interventions aimed at making ISS a success for participating organizations.

Originality/value

Cross-sectoral perspective on ISS; taxonomy of ISS; research framework built on organization and strategic management literature.

Available. Content available
Book part
Publication date: 13 August 2014

Abstract

Details

Shared Services as a New Organizational Form
Type: Book
ISBN: 978-1-78350-536-4

Available. Content available
Article
Publication date: 14 August 2017

Slawomir Jan Magala

589

Abstract

Details

Journal of Organizational Change Management, vol. 30 no. 5
Type: Research Article
ISSN: 0953-4814

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Book part
Publication date: 13 August 2014

Abstract

Details

Shared Services as a New Organizational Form
Type: Book
ISBN: 978-1-78350-536-4

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Article
Publication date: 1 October 2004

David J. Curry

When considering a price decrease in response to competitive pressures or stagnating demand, management may ask how much additional volume must be sold at the new price to match…

1520

Abstract

When considering a price decrease in response to competitive pressures or stagnating demand, management may ask how much additional volume must be sold at the new price to match the current profit level. This “iso‐profit” pricing problem has been studied extensively for single items manufactured using one resource. This paper solves three realistic extensions of the problem: when two or more items share a resource, when multiple items share multiple resources, and when resource vendors offer quantity discounts. Findings are summarized in 12 points, many of which are counterintuitive.

Details

Journal of Product & Brand Management, vol. 13 no. 6
Type: Research Article
ISSN: 1061-0421

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