Search

Developing solutions to sustainability challenges requires cooperation among various firms and actors in different industries and sectors (e.g., regulatory authorities, nonprofit organizations). Prior studies investigate sustainability-related coopetition tensions in bilateral relationships; this article instead considers tensions at a broader, value net level and highlights the dark side of business relationships for firms engaged in coopetition. Qualitative analyses, based on interviews with 31 experts from the automotive industry, highlight how innovative efforts to achieve environmental sustainability can generate detrimental environmental and societal impacts. Specifically, the authors identify four sustainable innovation tensions, at the firm level and the value net level. They outline the aggregate economic, social, and ecological sustainability impacts, as well as the critical need for an exhaustive definition of the value net and which factors influence coopetition in sustainability efforts.

Business process outsourcing represents a strategic option to obtain the overall improvement of performance in business process management context. It consists in externalizing whole sub-processes (e.g., production, logistics, human resources) of a value chain. Last decade, the concept of value chain moved toward the more flexible concept of value net that implies the assembly of several value chains tailored to specifics, objectives, markets, etc. Thus, the composition of a value chain within a value net environments can be understood as the modeling of a macro business process in which sub-processes can be outsourced. Such composition activity foresees crucial decision-making moments that need to be sustained by a group of decision-makers owning several and heterogeneous competences in order to select the most suitable external providers to which delegate specific sub-processes. This work proposes a framework to enhance business process outsourcing by introducing group decision-making support that relies on a fuzzy linguistic consensus model. In addition, the framework implements algorithms to learn and assign different weights to decision-makers considering the context and time at which they participate in the group decision making. The framework is applied to an Italian footwear company by describing a numerical example.

The purpose of this article was to demonstrate that companies which compete within dynamic industries do not only adopt a single strategy. Instead, they pursue a number of strategies focusing on the value net rather than on the value chain. We carried out a survey with 47 event-planning firms based in the City of Sao Paulo and we have discovered five distinct groups of firms pursuing different strategies. Our findings support our hypothesis for the searched companies and also demonstrate how the Delta Model by Hax and Wilde II (2001) is useful to explain companies’ strategic configuration. Particularly within the event industry, we have observed that companies are migrating to strategies based upon the value net. This study contributes to managing approaches concerning the challenges faced by event firms when learning how to adopt different strategic positions based upon both the value network and the value chain, in order to obtain and sustain competitive advantages in dynamic markets.

International audience; Social LCA (SLCA) aims to assess the social repercussions of the functioning of a social lifecycle. The idea of a life cycle invites us to follow in spirit the trials and tribulations of a product (a Swiss watch, for example) as it passes through different stages of its existence, from inception to use and up to its ultimate demise. We see the watchmaker assembling the pieces in a factory workshop. We mentally return to its origins, seeing the mine where the metal was extracted, visiting the farm where the cow whose leather hide would serve as the watch band was raised. We see the watch travel in a package to the store where it will be put on display. Before our eyes, we see the buyer in the jewellery shop, one who will wear the watch on his wrist for a long time. The life cycle concept also evokes the episode in which the watch, no longer usable, will be taken apart to recuperate metals in the recycling center. Furthermore, we suspect that the issue is not to follow the future of a single Swiss watch, but to examine thousands of watches being made, used, and recycled in this way. What is the social life cycle? It is clearly not a real object (in contrast with our watch). It is an abstract object, deliberately and scientifically constructed with a precise goal in mind. Because a precise goal is pursued, SLCA is interested only in certain aspects of the functioning of the life cycle of the watch described above. What aspects of functioning are of interest (section II)? How may one construct the social life cycle (section I)? How may one delimit the perimeters of the study in space and time and the choice of actors affected (section III)? First, one must remember that the objects themselves do not create social impacts. They are not alive, they do not act directly. It is human actions -- in interaction with the environment and particular objects -- that create social effects. Human activities aiming to produce goods and service are structured into organizations (businesses, government services, associations, workshops, banks, etc.), which is another way of saying that they are a condensation of rules and stable institutions. As Louise Camilla Dreyer discovered early on, organizations are the basic units of a social life cycle (Dreyer et al, 2006). In social LCA, it is organizations which create social effects through their behavior.

International audience; L'idée de cycle de vie nous invite à suivre par l'esprit les tribulations d'un produit (une montre suisse dans ce chapitre) au cours de toutes les phases qui président à sa création, à son usage et à sa fin de vie. Nous voyons l'horloger assembler ses pièces dans un atelier d'usine. Nous revenons mentalement à ses antécédents, dans la mine où l'on extrait le métal, dans la ferme qui élève la vache dont le cuir servira pour le bracelet. Nous voyons la montre voyager dans un colis, vers le magasin où elle sera exposée. Devant nos yeux surgit l'acheteur dans la bijouterie, qui va longtemps porter la montre à son poignet. L'idée de cycle de vie évoque aussi l'épisode où la montre hors d'usage sera démontée, afin d'en récupérer les métaux, dans un centre de recyclage. De plus, nous soupçonnons qu'il ne s'agit pas de suivre le devenir d'une seule montre suisse, mais que l'on s'intéresse à des milliers de montres fabriquées, utilisées puis recyclées de cette façon. Qu'est-ce que le cycle de vie social ? Sans aucun doute, ce n'est pas un objet réel. C'est un objet abstrait, délibérément et scientifiquement construit, dans un but précis. Parce que l'on poursuit un but précis, on ne s'intéresse en ACV sociale qu'à certains aspects du fonctionnement du cycle de vie de la montre décrit ci-dessus. Quels sont ces aspects intéressants du fonctionnement (section II) ? Comment construit-on le cycle de vie social (section I)? Comment limite-t-on les périmètres de l'étude, dans l'espace, dans le temps et dans le choix des acteurs affectés (section III)? En préalable, nous rappelons que les objets eux-mêmes ne créent pas d'impacts sociaux. Ce sont forcément des actions humaines - en interaction avec des environnements et des objets particuliers - qui créent les effets sociaux. Les activités humaines organisées dans le but de produire des biens et services sont justement structurées en organisations (entreprises, administrations, associations, ateliers, banques etc.), ce qui est une autre manière de dire qu'elles sont un condensat de règles et d'institutions stabilisées. Comme l'a déterminé précocement Louise Camilla Dreyer, les unités de base du cycle de vie social sont des organisations (Dreyer et al, 2006). En ACV sociale, ce sont les organisations qui créent des effets sociaux par leurs comportements.

This article intends to analyze the possibilities of applying strategies based upon the value net to the aeronautics industry. To do so, we have employed the dimensions suggested by the Delta Model since this typology of strategy considers not only the company, its customers and suppliers, but also its complementors. By studying a single although highly representative case in the global aeronautics industry, we have found out that strategies focused on the value net strongly support the business model of the company under investigation. Moreover, these strategies are the means by which the organization studied obtains and sustains competitive advantages. Strategies focused on the value net seem to fit well into the risk-sharing business model employed by Embraer, and the effective management of the value net simultaneously allows each participant to get the most out of the system and strongly contribute to increase system performance. Besides providing all participants with above average economic returns, strategies based upon the value net strengthen the bonding among them while locking them in and competitors out. Este artículo tiene como objetivo analizar las posibilidades de implementar estrategias basadas en la red de valor en la industria aeronáutica. Para ello, utilizamos las dimensiones sugeridas en el Modelo Delta, ya que este tipo de estrategia tiene en cuenta no sólo la empresa, clientes y proveedores, sino también sus complementarias. A través de un estudio de caso único, pero muy representativa de la industria mundial de la aviación (Embraer), se encontró que las estrategias basadas en los valores de red, apoyamos firmemente el modelo de negocio de la empresa investigada. Estas estrategias son el medio por el cual la organización estudiada obtiene y mantiene una ventaja competitiva. Las estrategias basadas en los valores de la red parecen encajar en el modelo de negocio de distribución de riesgos adoptada por Embraer. La gestión eficaz de la red de valores al mismo tiempo permite que cada participante al máximo disfrutar del sistema y contribuye decisivamente a aumentar el rendimiento del sistema. Además de llevar a los participantes sobre el rendimiento económico promedio, estas estrategias fortalecer el vínculo entre ellos, manteniendo a sus competidores. Este artigo pretende analisar as possibilidades de aplicação de estratégias baseadas na rede de valores na indústria aeronáutica. Para este fim, usamos as dimensões sugeridas no Modelo Delta, visto que este tipo de estratégia não considera apenas a companhia, os clientes e fornecedores, mas também seus complementadores. Por meio de um estudo de caso único, porém altamente representativo na indústria aeronáutica global (Embraer), verificou-se que estratégias baseadas na rede de valores sustentam fortemente o modelo de negócios da companhia pesquisada. Essas estratégias são os meios pelos quais a organização estudada obtém e sustenta vantagens competitivas. As estratégias baseadas na rede de valores parecem se adequar ao modelo de negócios de compartilhamento de riscos adotado pela Embraer. O gerenciamento efetivo da rede de valores simultaneamente permite que cada participante aproveite o sistema ao máximo e contribui incisivamente para incrementar o desempenho do sistema. Além de trazerem aos participantes retorno econômico acima da média, tais estratégias fortalecem a ligação entre eles enquanto mantém fora os competidores.DOI:10.5585/riae.v11i2.1872

Changes affecting how product chains function can have a profound impact on human communities. Certain social life cycle assessment (LCA) methods aim to anticipate the important social effects of changes taking place in the functioning of a product’s life cycle. They therefore must identify the groups that are most affected. This paper aims to help identify the groups affected by competition beyond those usually highlighted. The objective is to propose rules to identify the organisations involved in the social life cycle of a product within a context of competition. Once these organisations are identified, it is possible to deduce which groups are affected., Ce papier explique comment modéliser le système qui va être soumis à une analyse par ACV sociale, et comment déterminer les frontières du système (critères de coupure)

A indústria editorial brasileira está passando por um momento de transformações. A adoção de tecnologias digitais de leitura e de aprendizagem tende a alterar a estrutura e as operações da indústria, que já vem se modificando em função da concentração em determinados subsetores e da entrada de empresas internacionais no Brasil. Mudanças significativas já aconteceram na indústria editorial dos Estados Unidos devido ao crescimento das vendas de e-books, mas não está claro se essas mudanças serão repetidas aqui. Este trabalho busca identificar tendências e incertezas que podem influenciar o desenvolvimento de possíveis futuros e planejar cenários para a indústria editorial brasileira nos próximos 5 anos. Para isso, lança mão do método de planejamento de cenários Lógica Intuitiva – DSI (Schoemaker, 1995), cuja aplicação fez uso de dados coletados através de desk research, observação participativa e da técnica de análise de setores industriais Rede de Valor (Nalebuff & Brandenburger, 1996). Como resultado, são identificadas as tendências e incertezas a serem monitoradas e são descritos dois cenários possíveis para essa indústria. The Brazilian Book Industry is crossing a time of changes. The adoption of digital reading and learning technologies tends to change the structure of the industry and its operations. The industry is already being modified by concentration and entrance of international players in the Brazilian Market. Significant changes has taken place in the United States Book Industry due to the growth of e-books sales, however it is not clear if they will repeat their role in Brazil. This work aims to identify trends and uncertainties that may influence the development of possible futures and to plan scenarios for the Brazilian Book Industry. To reach these objectives, it uses the method developed by Paul Schoemaker (1995), whose application made use of data collected by desk research, participant observation and industry analysis based on Value Net technique (Nalebuff & Brandenburger, 1996). As results, it identifies trends and uncertainties to monitor and describes two scenarios for this Industry.

O objetivo do artigo é mostrar que as empresas que competem em setores dinâmicos não o fazem com uma única estratégia. Em vez disso, as empresas buscam estratégias baseadas tanto na cadeia de valor como na rede de valor. Foi realizado um levantamento com 47 empresas de evento sediadas na cidade de São Paulo. Descobrimos cinco grupos distintos de empresas que seguiam estratégias diferentes. Os resultados reforçam a hipótese e o Modelo Delta de Hax e Wilde II (2001), particularmente no caso do setor de eventos, em que as empresas estão migrando para estratégias baseadas na rede de valor. As contribuições do estudo para a gestão estão relacionadas ao desafio das empresas de evento aprender a adotar diferentes posições estratégicas, baseadas tanto na cadeia de valor quanto na rede de valor, como meio de conquistar e de manter as vantagens competitivas em mercados dinâmicos. http://dx.doi.org/10.5585/riae.v9i1.1658 The purpose of this article was to demonstrate that companies which compete within dynamic industries do not only adopt a single strategy. Instead, they pursue a number of strategies focusing on the value net rather than on the value chain. We carried out a survey with 47 event-planning firms based in the City of Sao Paulo and we have discovered five distinct groups of firms pursuing different strategies. Our findings support our hypothesis for the searched companies and also demonstrate how the Delta Model by Hax and Wilde II (2001) is useful to explain companies’ strategic configuration. Particularly within the event industry, we have observed that companies are migrating to strategies based upon the value net. This study contributes to managing approaches concerning the challenges faced by event firms when learning how to adopt different strategic positions based upon both the value network and the value chain, in order to obtain and sustain competitive advantages in dynamic markets. http://dx.doi.org/10.5585/riae.v9i1.1658 El propósito de este artículo es mostrar que las empresas que compiten dentro de las industrias dinámicas no lo hacen con una única estrategia. En vez de eso, las empresas buscan estrategias basadas tanto en la cadena de valor como en la red de valor. Se realizó una encuesta con 47 empresas de eventos con sede en la ciudad de São Paulo. Descubrimos a cinco grupos distintos de empresas que seguían diferentes estrategias. Los resultados refuerzan la hipótesis y el Modelo Delta de Hax y Wilde II (2001), particularmente en el caso del sector de eventos, en que las empresas están migrando para estrategias basadas en la red de valor. Las contribuciones del estudio para la gestión se relacionan con el desafío para que las empresas de evento aprendan a adoptar diferentes posiciones estratégicas, basadas tanto en la cadena de valor como en la red de valor, como medio de conquistar y mantener las ventajas competitivas en los mercados dinámicos.

Extended enterprises are gaining importance but software tools to support them in building phases as model based process optimization are still under development. A combination of a logistics indicator graph and process models allows to detect bottleneck resources before accepting orders. Defined functional interfaces between simulation systems enables performance prediction of supply chains using several heterogeneous company internal simulation systems.