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Essay / Research Paper Abstract
A 3 page research paper that discusses how organizations approach the task of R&D through networking and the reciprocal sharing of information. Bibliography lists 1 source.
Page Count:
3 pages (~225 words per page)
File: D0_khnetw.rtf
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Unformatted sample text from the term paper:
for success (Powell, Koput and Smith-Doerr 117). Consequently, new technologies both stimulate and focus a wide assortment of cooperative effort that seek to decrease uncertainties that are associated with new
products or markets. Therefore, throughout the literature on this topic, one encounters the concept that collaboration facilitates organizational learning (Powell, Koput and Smith-Doerr 117). This, in turn, promotes the formation
of networks. This occurs in a variety of ways. One approach to network formation is strategic. Individuals choose to pool resources with another organization, dependent on such considerations as
to risk factors versus returns. Reliance on external partners necessarily involves some hazards (Powell, Koput and Smith-Doerr 117). The decision to network or "partner" is dependent on each organizations size,
as well as their position in the "value-chain" (Powell, Koput and Smith-Doerr 117). Other factors influencing this decision are the level of technological sophistication, resource constraints, and prior experience with
such alliances. Networking alliances can occur with less formal arrangements as well. When a CEO was presented with a list of his firms formal networking agreements, he made the
observation that the list represented "the tip of the iceberg," as the list did not include informal agreements (Powell, Koput and Smith-Doerr 120). As this indicates, R&D collaboration is "both
an admission ticket to an information network" and a means of obtaining news concerning both opportunities and obstacles rapidly (Powell, Koput and Smith-Doerr 120). Once an organization begins the collaboration
process, it necessarily gains experience at this process and builds a reputation as a partner, which enhance its capabilities over time in dealing with other organizations as a partner. This
experience in collaboration networks has generally proved to be fertile ground for most firms (Powell, Koput and Smith-Doerr 21). The differential location of an organization in a network of
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