Dinámica de las Redes Virtuales de Fabricación Global en la Industria Aeronáutica
##plugins.themes.bootstrap3.article.main##
##plugins.themes.bootstrap3.article.sidebar##
Abstract
Global manufacturing virtual networks (GMVNs) constitute a new type of organization based on vertical and horizontal relations between independent companies or even competitors where it is not needed to maintain internal manufacturing resources but to manage and share the network resources. The result is a highly flexible system characterized by low barriers to entry and exit, geographic flexibility, low costs, rapid technological diffusion, high diversification through contract manufacturers and exceptional economies of scale and specialization. Within GMVNs, relations are established among Original Equipment Manufacturers (OEMs), component suppliers performing at the same level as the OEMs under formulas such as Risk and Revenue Sharing Partnership (RRSP), or even manufacturers from another industrial sectors. However, the inherent risk of working with competitors is also very relevant. In order to avoid these problems, the OEMs use a variety of structural mechanisms like the utilization of central network positioning, structural holes or indirect links with peripheral actors, in order to be able to maintain a tacit power over other GMVN actors. This work will demonstrate how power is managed in these organizations and the importance of these mechanisms through a quantitative study in one of the sectors where GMVNs have more intensively grown, the manufacturing industry of aircraft engines. This study will permit to know, in a clear manner, how these networks work, to give perspective to one of the organization types that have grown to a great extend over the past years.
How to Cite
##plugins.themes.bootstrap3.article.details##
Global Manufacturing Virtual Networks, structural holes, aeronautical industry
ARRUÑADA, B. y VÁZQUEZ, X. (2006): “When your contract manufacturer becomes your competitor”, Harvard Business Review, Vol. 84, No. 9, pp. 135-145.
BEUGELSDIJK, S.; KOEN, C. y NOORDERHAVEN, N. (2009): “A dyadic approach to the impact of differences in organizational culture on relationship performance”, Industrial Marketing Management 38, 312–323.
BONACCORSI, A. y GIURI, P. (2000): “When shakeout doesn’t occur. The evolution of the turboprop engine industry”, Research Policy 29, 847–870.
BRASS, D. J. y BURKHARDT, M. E. (1992): “Centrality and power in organizations”. In N. Nohria and R. Eccles eds., Networks and Organizations: 191-215. Boston: Harvard Business School Press.
BURT, R. (1992): “Structural Holes: The Social Structure of Competition”. Harvard University Press, Cambridge, MA.
CAMARINHA-MATOS L.M.; AFSARMANESH H.; GALEANO N. y MOLINA A. (2009): “Collaborative networked organizations – Concepts and practice in manufacturing enterprises”. Computers & Industrial Engineering, 57, pp 46–60.
CAMM, J.D.; CHORMAN, T.R.; DILL, F.A.; DENNIS J.R.; SWEENEY, J.; GLENN, H. y WEGRYN, W. (1997): “Blending OR/MS, judgment, and GIS: Restructuring P&G’s supply chain”, Interfaces 27(1), pp 128–142.
CHEN, X. P. y YAO, X. (2003): “Sustaining cooperation in public goods dilemmas: Effects of motivational explanations and sanctions”. Paper presented at the annual meeting of the Academy of Management, Seattle.
COX, D.R. y SNELL E.J. (1989): “Analysis of binary data (2nd edition)”, London: Chapman & Hall.
DITTRICH, K.; DUYSTERS, G. y MAND A. (2007): “Strategic repositioning by means of alliance networks: The case of IBM”, Research Policy 36, 1496–1511
DOZ Y.L. y HAMEL G. (1998): “Alliance Advantage”. Harvard Business Press, 1998
DUSSAUGE, P. y GARRETTE, B. (1995): “Determinants of Success in International Strategic Alliances: Evidence from the Global Aerospace Industry”. Journal of International Business Studies, Vol. 26, No. 3 pp. 505-530. Palgrave Macmillan Journals
ESPOSITO, E. (2004): “Strategic alliances and internationalisation in the aircraft manufacturing industry”. Technological Forecasting & Social Change 71, pp 443–468
GRANOVETTER, M. (1985): “Economic Action and Social Structure: The Problem of Embeddedness”. The American Journal of Sociology, Vol. 91, No. 3, pp. 481-510
GULATI, R. y GARGIULO, M. (1999): “Where Do Interorganizational Networks Come From? ”. The American Journal of Sociology, Vol. 104, No. 5, pp. 1439-1493
GULATI, R. y SYTCH, M. (2008): “Does Familiarity Breed Trust? Revisiting the Antecedents of Trust”, Managerial and Decision Economics, vol 29, pp 165-190.
HOFSTEDE, G. (2009): “The cultural relativity of organizational practices and theories”, Perspective. Journal of International Business Studies, Vol. 40, 1589.
HOOPES, D.G.; MADSEN, T.L. y WALKER, G. (2003): “Guest Editors Introduction to the Special Issue: Why is There a Resource-Based View? Toward a Theory of Competitive Heterogeneity”. Strategic Management Journal; 24, pp.889-902.
JIAO, J.R.; XIAO Y.; ARUN, K. (2006): “An agent-based framework for collaborative negotiation in the global manufacturing supply chain network”, Robotics and Computer-Integrated Manufacturing 22, pp 239–255
JOHANSEN, K. y COMSTOCK, M. (2005): “Coordination in collaborative manufacturing mega-networks: A case study”. Journal of Engineering and Technology Management, Volume 22, Nº 3, pp. 226-244.
LEE, H.L. y BILLINGTON, C. (1995): “The evolution of supply-chain management models and practices at Hewlett-Packard”. Interfaces 25, 5, pp. 42–63.
LECHNER, C.; DOWLING, M. y WELPE, I. (2006): “Firm networks and firm development: The role of the relational mix”, Journal of Business Venturing 21, pp. 514– 540
LIU Q. y SHI Y. J. (2008): “Grid manufacturing for cross-enterprise”. Int J Adv Manuf Technol 36, pp. 205–212.
NAGELKERKE, N.J. (1991): “A note on a general definition of the coefficient of determination”, Biometrika, Vol. 78, No. 3, pp. 691-692.
NALEBUF B.J. y BRANDENBURGER A.M. (1996): “La competition, une révolution dans la manière de jouer concurrence et cooperation”. Village Mondial, Paris.
PARK S.K. y UNGSON G.R. (2001): “Interfirm Rivalry and Managerial Complexity: A Conceptual Framework of Alliance Failure. Organization Science”. Vol. 12, No. 1, pp. 37-53
PARK, S.H. y RUSSO, M. (1996): When competition eclipses cooperation: An event history analysis of alliance failure. Management Science 42, pp. 875-890.
PORTER, M. (1996): “What is Strategy?”, Harvard Business Review, 74 (6), pp. 61-78.
REAGANS, R.; ZUCKERMAN, E. y MCEVILY, B. (2003): “How to make the team? Social networks vs. demography as criteria for designing effective projects”, Working paper, Columbia University Graduate School of Business.
RUDBERG, M. y OLHAGER, J. (2008): “Global operations strategy: Coordinating manufacturing networks”. Omega 36, pp. 91 – 106
RUDBERG, M. y WEST, B.M. (2001): “The bright light: Ericsson’s way to transnationality”, Working paper WP-265. Department of production economics, LinkVoping Institute of Technology, LinkVoping, 2001.
SHI, Y.; FLEET, D. y GREGORY, M. (2005): “Global Manufacturing Virtual Network and its Position in Manufacturing Systems”. The 7th Annual International Manufacturing Symposium, Institute for Manufacturing, Dept. of Engineering, University of Cambridge
SHI, Y. y GREGORY, M.J. (2001): “Global Manufacturing Virtual Network (GMVN): a new manufacturing system for market agility and global mobility”. International Working Conference on Strategic Manufacturing, Aalborg, Denmark.
STUART, T.E. (1998): “Network Positions and Propensities to Collaborate: An Investigation of Strategic Alliance Formation in a High-Technology Industry”, Administrative Science Quarterly, Vol. 43, No. 3, pp. 668-698
STURGEON, J. (2002): “Modular production networks: A new American model of industrial organization”. Industrial and Corporate Change, Volume 11, Number 3, pp. 451-496
TSAI, W. (2001): “Knowledge transfer in intra-organizational networks: Effects of network position and absorptive capacity on business unit innovation and performance”, Academy of Management Journal, 44, pp. 996-1004.
VILANA, J. R. y RODRÍGUEZ-MONROY C. (2009): “Let Others Manufacture! Towards A New Manufacturing Framework”. Intangible Capital. ISSN: 1697-9818 Vol 5, No 4, pp. 347-369.
WILLIAMS, T.; ELLIS, B.; MAULL, R. y GREGORY, M. (2001): “Offset Strategies in the Global Aerospace Sector”. In the Proceedings of the 6th Research Symposium on International Manufacturing: Global Integration. ISBN 1-902546-23-7, Churchill College, Cambridge, 9th 11th September, pp. 153-166
ZENG, M. y CHEN, X.P. (2003): “Achieving Cooperation in Multiparty Alliances: A Social Dilemma Approach to Partnership Management”. The Academy of Management Review, Vol. 28, No. 4, pp. 587-605
Authors retain copyright of its works. Management Letters/Cuadernos de Gestión publications are licensed under Creative Commons license CC-BY-NC-ND, granting open access rights to society.
Specifically, CC-BY-NC-ND license permits any kind of use, distribution, publicize and copy the article, as long as the original author and source are properly recognized and for Non Commercial purposes.
The author can use the article freely always indicating that it has been published in Management Letters/Cuadernos de Gestión. Any re-edition of the article must be approved by the journal editorial team.