74,075 research outputs found
Dynamics of Network Formation Processes in the Co-Author Model
No full textThis article studies the dynamics in the formation processes of a mutual consent network in game theory setting: the Co-Author Model. In this article, a limited observation is applied and analytical results are derived. Then, 2 parameters are varied: the number of individuals in the network and the initial probability of the links in the network in its initial state. A simulation result shows a finding that is consistent with an analytical result for a state of equilibrium while it also shows different possible equilibria.Dynamics, Network, Game Theory, Model,Simulation, Equilibrium, Complexity
Interplay between network configurations and network governance mechanisms in supply networks a systematic literature review
No full textPurpose: This work systematically reviews the extant academic management literature on supply networks. It specifically examines how network configurations and network governance mechanisms influence each other in supply networks.
Design: 125 analytical and empirical studies were identified using an evidence-based approach to review the literature mainly published between 1985 and 2012.
Synthesis: Drawing on a multi-disciplinary theoretical foundation, this work develops an integrative framework to identify three distinct yet interdependent themes that characterize the study of supply networks: a) Network Configurations (structures and relationships); b) Network Governance Mechanisms (formal and informal); and c) The Interplay between Network Configurations and Network Governance Mechanisms.
Findings: Network configurations and network governance mechanisms mutually influence each other and cannot be considered in isolation. Formal and informal governance mechanisms provide better control when used as complements rather than as substitutes. The choice of governance mechanism depends on the nature of exchange; role of management; desired level of control; level of flexibility in formal contracts; and complementary role of formal and informal governance mechanism.
Research implications: This nascent field has thematic and methodological research opportunities for academics. Comparative network analysis using longitudinal case studies offers a rich area for further study.
Practical Implications: The complexity surrounding the conflicting roles of managers at the organisation and network levels poses a significant challenge during the development and implementation stage of strategic network policies.
Originality/value: This review reveals that formal and informal governance mechanisms provide better control when used as complements rather than as substitutes
author-bios-SRD-19-0063.R1 – Supplemental material for The Network Structure of Police Misconduct
No full textSupplemental material, author-bios-SRD-19-0063.R1 for The Network Structure of Police Misconduct by George Wood, Daria Roithmayr and Andrew V. Papachristos in Socius</p
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Network Q
No full textA press release from Network Q announcing that they will begin featuring Brian McNaught, a gay columnist and author, for a monthly segment
Network Q
No full textA press release from Network Q announcing that they will begin featuring Brian McNaught, a gay columnist and author, for a monthly segment
The importance of network goals for strategic chain management
No full textNowadays food products are increasingly produced in supply chain networks that involve numerous firms. Due to their pyramidal-hierarchical structure, such networks possess a focal company that coordinates the network. The managerial task of the focal company is to work out collective strategy that addresses cooperation and coordination problems at the firm, dyadic and network levels. These strategies must take into account that at each level specific goals must be achieved. Though the focal company is a strategy setting unit that sets network goals, other network actors may perceive these goals as firm-level goals of the focal company. Therefore, conflicts may occur in supply chain networks.Supply chain networks, focal company, network goals, Agribusiness,
Innovate and prosper: ensuring Australia's future competitiveness through university-industry collaboration
No full textExecutive summary
The continuation of Australia’s economic growth is under threat. In order to sustain the levels of prosperity we have previously experienced, we have to build on our competitive edge in key industries to remain globally competitive. Alongside these developments, Australia’s higher education system is under increased pressure to become more productive and develop courses that address employability. Innovation represents the most reliable and sustainable solution to transition into a high value, high wage economy. Yet Australia ranks 29th out of 30 in the Organisation for Economic Co-operation and Development (OECD) in terms of the proportion of large businesses and small to medium enterprises (SMEs) collaborating with higher education and public research institutions on innovation.
This report acts as the next level of detail to publications such as the Department of Industry’s Boosting the Commercial Returns from Research report and the Business Council of Australia’s Building Australia’s Comparative Advantages, which have highlighted Australia’s poor performance in collaborative innovation.
We present five recommendations that are a call to action to universities, industry and Government to take the necessary steps to build an innovation economy. They are not a call for additional funding from Government, rather a more effective way of using our existing resources. PricewaterhouseCoopers (PwC) have engaged with leading figures from industry, including the Australian Industry Group (Ai Group), and partnered with the ATN to develop this five point action plan for Government, the university sector and industry 5 that will provide incentives and impetus for collaboration.
Our recommendations include:
Rebalance the national research agenda to underpin Australia\u27s economy and future prosperity
Create incentives for university-industry collaboration
Train researchers for diverse careers
Enhance career mobility between industry, academia and government
Provide incentives for co-investment in research infrastructure between universities, industry and state and federal government
Each recommendation contains a number of practical strategies for consideration by Government, universities and industry. The hope is that the report will encourage dialogue between the three groups and prompt bold policy changes in the coming 12 months and beyond.
 
CEN strategic plan, 2019-2024; Connecticut Education Network strategic plan, 2019-2024
No full text1 online resource (17 pages) : color illustrationsAt head of title: CE
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