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Creating the Borderless Organization
1st Edition - November 8, 1993
Author: J. C. Jarillo
9 7 8 - 1 - 4 8 3 1 - 9 3 8 6 - 1
Strategic Networks: Creating the Borderless Organization focuses on the principles, methodologies, and approaches involved in the creation of borderless organizations. The book… Read more
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Strategic Networks: Creating the Borderless Organization focuses on the principles, methodologies, and approaches involved in the creation of borderless organizations. The book first underscores competition and cooperation and the ways to organize a business system. Discussions focus on organization as a way to meet strategic demands, vertical integration and subcontracting, intrinsic profitability of different activities, disadvantages of vertical integration, and guidelines for decision-making on vertical integration. The monograph then examines over-subcontracting, strategic network, and essence of a strategic network. Topics include generating trust, how to reduce transaction costs, competition and cooperation, subcontracting in the automobile industry, advantages of shops, manufacturing and selling activities, and network organization. The publication explores international considerations, including cost of the activities and costs of coordination in international business, vertical integration and subcontracting across borders, and coordinating efficiently across borders. The book is a valuable source of information for researchers interested in the establishment of borderless organizations.
PrefacePart One Competition and Cooperation 1 A New Way to Compete Current Competitive Requirements Organization as a Way to Meet Strategic Demands The Two Basic Ways to Organize Economic Activity: Vertical Integration and Subcontracting The Emerging Way: Strategic Networks Description of this Book 2 Understanding the Playing Field: The Business System The Business System The Intrinsic Profitability of the Different Activities Organizing the SystemPart Two The Three Ways to Organize a Business System 3 The Old System: Organization Through Vertical Integration Why do Companies Integrate? A Weak Argument Other Arguments for Vertical Integration Disadvantages of Vertical Integration Guidelines for Decision-Making on Vertical Integration Why the Problems are Outweighing the Advantages More and More Conclusion 4 The Fashionable Mistake: Oversubcontracting Advantages of Subcontracting When Subcontracting Goes Wrong Conclusions 5 The Emerging Solution: The Strategic Network Benetton Spa A Network Organization Manufacturing Activities Selling Activities The Essence of the System Subcontracting in the Automobile Industry Revisited: The Japanese WayPart Three How to Set Up and Manage a Strategic Network 6 The Essence of a Strategic Network Competition and Cooperation When is Cooperation the Most Appropriate Way? How to Reduce Transaction Costs Generating Trust The Network's Internal Consistency When is a Strategic Network the Appropriate Response? Setting Up and Managing in a Strategic Network Conclusions 7 International Considerations Cost of the Activities and Costs of Coordination in International Business Vertical Integration and Subcontracting Across Borders International Strategy: Coordinating Efficiently Across Borders Conclusions 8 General ConclusionsBibliographyIndex