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Corporate manufacturing network: from hierarchy to self-organising system

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  • Mike Danilovic
  • Mats Winroth

Abstract

Increased competition forces small and medium sized companies to collaborate in network settings. In this paper, we are investigating how direction and accountability is handled in a network setting consisting of four independent companies. The high level of inter-company integration has created conditions for the network to develop self-organising characteristics that are based on strategic conversation between companies at all organisational levels and participation of managers as well as engineers in the design of inter-and intraorganisational structures and processes. In self-organising systems direction comes from closeness to customers and strategic dialogue between management and engineers and accountability is a consequence of high level of situational visibility and information exchange on all hierarchical levels among companies.

Suggested Citation

  • Mike Danilovic & Mats Winroth, 2006. "Corporate manufacturing network: from hierarchy to self-organising system," International Journal of Integrated Supply Management, Inderscience Enterprises Ltd, vol. 2(1/2), pages 106-131.
  • Handle: RePEc:ids:ijisma:v:2:y:2006:i:1/2:p:106-131
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