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Part of the book series: Management for Professionals ((MANAGPROF))

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Abstract

This chapter completes the book – for the time being – with a look at the institutionalisation of network management and a short recap. Regarding institutionalisation, we want to cover the role of process owners in particular, which could play a key role in establishing network management organisationally, much like OPEX initiatives.

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Notes

  1. 1.

    Hammer and Stanton (1999).

  2. 2.

    See in particular Friedli and Schuh (2012) and Friedli et al. (2006) and (2010).

  3. 3.

    Hammer and Stanton (1999).

  4. 4.

    Ibid., p. 111.

  5. 5.

    Jacob and Strube (2008).

References

  • Friedli, T., & Schuh, G. (2012). Wettbewerbsfähigkeit der Produktion an Hochlohnstandorten (2nd ed.). Berlin/Heidelberg: Springer.

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  • Friedli, T., et al. (Eds.) (2006). Operational excellence in the pharmaceutical industry. Der Pharmazeutische Betrieb. Aulendorf: Editio Cantor.

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  • Friedli, T., et al. (Eds.). (2010). The pathway to operational excellence in the pharmaceutical Industry. Overcoming the internal inertia. Aulendorf: Editio Cantor.

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  • Hammer, M., & Stanton, S. (1999). How process enterprises really work. Harvard Business Review, 77(6), 108–118.

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  • Jacob, F., & Strube, G. (2008). Why go global? The multinational imperative. In E. Abele et al. (Eds.), Global production. A handbook for strategy and implementation (pp. 2–33). Berlin/Heidelberg: Springer.

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© 2014 Springer-Verlag Berlin Heidelberg

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Friedli, T., Mundt, A., Thomas, S. (2014). Outlook and Summary. In: Strategic Management of Global Manufacturing Networks. Management for Professionals. Springer, Berlin, Heidelberg. https://doi.org/10.1007/978-3-642-34185-4_8

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