Abstract
This chapter presents two complementary points of view on collaboration analysis, applied to SME networks. The overall objective is to help managers in detecting interesting collaboration opportunities. The analysis is made further more complex because the source of data is by necessity, indirect (it is not possible to ask the enterprises if they actually cooperate or only fake cooperation). Despite the difficulty, many techniques were found to indirectly assess the presence and the amount of collaboration in a network. A first analysis, at a strategic level (based on criteria of competence similarities and activity complementarity) it is complemented by a more operative point of view (analysis of production links among potential partners).
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Notes
- 1.
These factors are either relating to the market contingency or to the firms’ characteristics. As an example of market contingency, have shown that incentives to collaborate for R&D projects are intimately related to the nature of market competition and the costs of forming links. However, we will concentrate here on firms’ characteristics, for we are interested with manufacturing organizations.
- 2.
It differs from the organizational proximity in the way it does not require organized and coordinated actions. A mental adhesion to institutional values is enough to ensure institutional proximity.
- 3.
In the car industry for instance, this coordination is assumed by inter-enterprise cooperation thanks to extended logistic chains.
- 4.
Note that ‘Proactive’ and ‘Defensive’ are essentially terminologies to identify the nature of the links.
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Antonelli, D., Boucher, X., Burlat, P. (2011). Collaboration Analysis for SME Networks. In: Villa, A. (eds) Managing Cooperation in Supply Network Structures and Small or Medium-sized Enterprises. Springer, London. https://doi.org/10.1007/978-0-85729-363-3_3
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