Networks of small enterprises, architecture of governance and incentive alignment: some cases from India

Abstract Networks formed by small enterprises among themselves or with larger ones are common features in many agricultural, manufacturing and service activities in India and probably in many other countries. Through the network, a group of entrepreneurs pool their limited resources including capital, skills and expertise, knowledge and information in order to gain access to various product/input markets and services or to take advantages of some favourable situations or to overcome certain constraints. These networks have a very different governance architecture compared to that of a corporate or a supply chain network. The corporate governance involves command and control down the vertical line. The suppliers in the supply chain are often merely the agents of the large retailer with little autonomy as entrepreneurs, and when they can retain their autonomy, there emerge problems of aligning incentives of the various stakeholders in the supply chain. In the network, the governance architecture is primarily based on self-interests of the equity participants forming the networks. Functioning of the network requires active participation of all the stakeholders, and shirking by any member reduces the return on resources of every member which provides the basis of equity participation and reciprocal cooperation. “Complementarity” and “essentiality” of the assets of various entrepreneurs largely determine the nature of network cooperation and surplus distribution. In general, the network enables the small producers to retain their independent entrepreneurships and at the same time help overcome the incentive alignment problems to a large extent. However, there exist wide varieties of networks across industries and within an industry in different locations with varied levels of cooperation and alignment of incentives. Some networks are operating at suboptimal levels and some others are potentially unstable. Ausführliche Beschreibung

Gespeichert in:

Autor*in:	Biswas, Pradip Kumar [verfasserIn]

Format:	E-Artikel
Sprache:	Englisch

Erschienen:	2011

Schlagwörter:	Network Small industries Governance architecture Incentive alignment Trader Artisan Weaver

Anmerkung:	© Springer-Verlag London Limited 2011

Übergeordnetes Werk:	Enthalten in: AI & society - London : Springer, 1987, 26(2011), 4 vom: 02. März, Seite 383-391
Übergeordnetes Werk:	volume:26 ; year:2011 ; number:4 ; day:02 ; month:03 ; pages:383-391

Links:	Volltext

DOI / URN:	10.1007/s00146-011-0318-6

Katalog-ID:	SPR00127693X

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allfields	10.1007/s00146-011-0318-6 doi (DE-627)SPR00127693X (SPR)s00146-011-0318-6-e DE-627 ger DE-627 rakwb eng Biswas, Pradip Kumar verfasserin aut Networks of small enterprises, architecture of governance and incentive alignment: some cases from India 2011 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © Springer-Verlag London Limited 2011 Abstract Networks formed by small enterprises among themselves or with larger ones are common features in many agricultural, manufacturing and service activities in India and probably in many other countries. Through the network, a group of entrepreneurs pool their limited resources including capital, skills and expertise, knowledge and information in order to gain access to various product/input markets and services or to take advantages of some favourable situations or to overcome certain constraints. These networks have a very different governance architecture compared to that of a corporate or a supply chain network. The corporate governance involves command and control down the vertical line. The suppliers in the supply chain are often merely the agents of the large retailer with little autonomy as entrepreneurs, and when they can retain their autonomy, there emerge problems of aligning incentives of the various stakeholders in the supply chain. In the network, the governance architecture is primarily based on self-interests of the equity participants forming the networks. Functioning of the network requires active participation of all the stakeholders, and shirking by any member reduces the return on resources of every member which provides the basis of equity participation and reciprocal cooperation. “Complementarity” and “essentiality” of the assets of various entrepreneurs largely determine the nature of network cooperation and surplus distribution. In general, the network enables the small producers to retain their independent entrepreneurships and at the same time help overcome the incentive alignment problems to a large extent. However, there exist wide varieties of networks across industries and within an industry in different locations with varied levels of cooperation and alignment of incentives. Some networks are operating at suboptimal levels and some others are potentially unstable. Network (dpeaa)DE-He213 Small industries (dpeaa)DE-He213 Governance architecture (dpeaa)DE-He213 Incentive alignment (dpeaa)DE-He213 Trader (dpeaa)DE-He213 Artisan (dpeaa)DE-He213 Weaver (dpeaa)DE-He213 Enthalten in AI & society London : Springer, 1987 26(2011), 4 vom: 02. März, Seite 383-391 (DE-627)253389690 (DE-600)1458413-X 1435-5655 nnns volume:26 year:2011 number:4 day:02 month:03 pages:383-391 https://dx.doi.org/10.1007/s00146-011-0318-6 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_267 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 26 2011 4 02 03 383-391
spelling	10.1007/s00146-011-0318-6 doi (DE-627)SPR00127693X (SPR)s00146-011-0318-6-e DE-627 ger DE-627 rakwb eng Biswas, Pradip Kumar verfasserin aut Networks of small enterprises, architecture of governance and incentive alignment: some cases from India 2011 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © Springer-Verlag London Limited 2011 Abstract Networks formed by small enterprises among themselves or with larger ones are common features in many agricultural, manufacturing and service activities in India and probably in many other countries. Through the network, a group of entrepreneurs pool their limited resources including capital, skills and expertise, knowledge and information in order to gain access to various product/input markets and services or to take advantages of some favourable situations or to overcome certain constraints. These networks have a very different governance architecture compared to that of a corporate or a supply chain network. The corporate governance involves command and control down the vertical line. The suppliers in the supply chain are often merely the agents of the large retailer with little autonomy as entrepreneurs, and when they can retain their autonomy, there emerge problems of aligning incentives of the various stakeholders in the supply chain. In the network, the governance architecture is primarily based on self-interests of the equity participants forming the networks. Functioning of the network requires active participation of all the stakeholders, and shirking by any member reduces the return on resources of every member which provides the basis of equity participation and reciprocal cooperation. “Complementarity” and “essentiality” of the assets of various entrepreneurs largely determine the nature of network cooperation and surplus distribution. In general, the network enables the small producers to retain their independent entrepreneurships and at the same time help overcome the incentive alignment problems to a large extent. However, there exist wide varieties of networks across industries and within an industry in different locations with varied levels of cooperation and alignment of incentives. Some networks are operating at suboptimal levels and some others are potentially unstable. Network (dpeaa)DE-He213 Small industries (dpeaa)DE-He213 Governance architecture (dpeaa)DE-He213 Incentive alignment (dpeaa)DE-He213 Trader (dpeaa)DE-He213 Artisan (dpeaa)DE-He213 Weaver (dpeaa)DE-He213 Enthalten in AI & society London : Springer, 1987 26(2011), 4 vom: 02. März, Seite 383-391 (DE-627)253389690 (DE-600)1458413-X 1435-5655 nnns volume:26 year:2011 number:4 day:02 month:03 pages:383-391 https://dx.doi.org/10.1007/s00146-011-0318-6 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_267 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 26 2011 4 02 03 383-391
allfields_unstemmed	10.1007/s00146-011-0318-6 doi (DE-627)SPR00127693X (SPR)s00146-011-0318-6-e DE-627 ger DE-627 rakwb eng Biswas, Pradip Kumar verfasserin aut Networks of small enterprises, architecture of governance and incentive alignment: some cases from India 2011 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © Springer-Verlag London Limited 2011 Abstract Networks formed by small enterprises among themselves or with larger ones are common features in many agricultural, manufacturing and service activities in India and probably in many other countries. Through the network, a group of entrepreneurs pool their limited resources including capital, skills and expertise, knowledge and information in order to gain access to various product/input markets and services or to take advantages of some favourable situations or to overcome certain constraints. These networks have a very different governance architecture compared to that of a corporate or a supply chain network. The corporate governance involves command and control down the vertical line. The suppliers in the supply chain are often merely the agents of the large retailer with little autonomy as entrepreneurs, and when they can retain their autonomy, there emerge problems of aligning incentives of the various stakeholders in the supply chain. In the network, the governance architecture is primarily based on self-interests of the equity participants forming the networks. Functioning of the network requires active participation of all the stakeholders, and shirking by any member reduces the return on resources of every member which provides the basis of equity participation and reciprocal cooperation. “Complementarity” and “essentiality” of the assets of various entrepreneurs largely determine the nature of network cooperation and surplus distribution. In general, the network enables the small producers to retain their independent entrepreneurships and at the same time help overcome the incentive alignment problems to a large extent. However, there exist wide varieties of networks across industries and within an industry in different locations with varied levels of cooperation and alignment of incentives. Some networks are operating at suboptimal levels and some others are potentially unstable. Network (dpeaa)DE-He213 Small industries (dpeaa)DE-He213 Governance architecture (dpeaa)DE-He213 Incentive alignment (dpeaa)DE-He213 Trader (dpeaa)DE-He213 Artisan (dpeaa)DE-He213 Weaver (dpeaa)DE-He213 Enthalten in AI & society London : Springer, 1987 26(2011), 4 vom: 02. März, Seite 383-391 (DE-627)253389690 (DE-600)1458413-X 1435-5655 nnns volume:26 year:2011 number:4 day:02 month:03 pages:383-391 https://dx.doi.org/10.1007/s00146-011-0318-6 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_267 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 26 2011 4 02 03 383-391
allfieldsGer	10.1007/s00146-011-0318-6 doi (DE-627)SPR00127693X (SPR)s00146-011-0318-6-e DE-627 ger DE-627 rakwb eng Biswas, Pradip Kumar verfasserin aut Networks of small enterprises, architecture of governance and incentive alignment: some cases from India 2011 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © Springer-Verlag London Limited 2011 Abstract Networks formed by small enterprises among themselves or with larger ones are common features in many agricultural, manufacturing and service activities in India and probably in many other countries. Through the network, a group of entrepreneurs pool their limited resources including capital, skills and expertise, knowledge and information in order to gain access to various product/input markets and services or to take advantages of some favourable situations or to overcome certain constraints. These networks have a very different governance architecture compared to that of a corporate or a supply chain network. The corporate governance involves command and control down the vertical line. The suppliers in the supply chain are often merely the agents of the large retailer with little autonomy as entrepreneurs, and when they can retain their autonomy, there emerge problems of aligning incentives of the various stakeholders in the supply chain. In the network, the governance architecture is primarily based on self-interests of the equity participants forming the networks. Functioning of the network requires active participation of all the stakeholders, and shirking by any member reduces the return on resources of every member which provides the basis of equity participation and reciprocal cooperation. “Complementarity” and “essentiality” of the assets of various entrepreneurs largely determine the nature of network cooperation and surplus distribution. In general, the network enables the small producers to retain their independent entrepreneurships and at the same time help overcome the incentive alignment problems to a large extent. However, there exist wide varieties of networks across industries and within an industry in different locations with varied levels of cooperation and alignment of incentives. Some networks are operating at suboptimal levels and some others are potentially unstable. Network (dpeaa)DE-He213 Small industries (dpeaa)DE-He213 Governance architecture (dpeaa)DE-He213 Incentive alignment (dpeaa)DE-He213 Trader (dpeaa)DE-He213 Artisan (dpeaa)DE-He213 Weaver (dpeaa)DE-He213 Enthalten in AI & society London : Springer, 1987 26(2011), 4 vom: 02. März, Seite 383-391 (DE-627)253389690 (DE-600)1458413-X 1435-5655 nnns volume:26 year:2011 number:4 day:02 month:03 pages:383-391 https://dx.doi.org/10.1007/s00146-011-0318-6 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_267 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 26 2011 4 02 03 383-391
allfieldsSound	10.1007/s00146-011-0318-6 doi (DE-627)SPR00127693X (SPR)s00146-011-0318-6-e DE-627 ger DE-627 rakwb eng Biswas, Pradip Kumar verfasserin aut Networks of small enterprises, architecture of governance and incentive alignment: some cases from India 2011 Text txt rdacontent Computermedien c rdamedia Online-Ressource cr rdacarrier © Springer-Verlag London Limited 2011 Abstract Networks formed by small enterprises among themselves or with larger ones are common features in many agricultural, manufacturing and service activities in India and probably in many other countries. Through the network, a group of entrepreneurs pool their limited resources including capital, skills and expertise, knowledge and information in order to gain access to various product/input markets and services or to take advantages of some favourable situations or to overcome certain constraints. These networks have a very different governance architecture compared to that of a corporate or a supply chain network. The corporate governance involves command and control down the vertical line. The suppliers in the supply chain are often merely the agents of the large retailer with little autonomy as entrepreneurs, and when they can retain their autonomy, there emerge problems of aligning incentives of the various stakeholders in the supply chain. In the network, the governance architecture is primarily based on self-interests of the equity participants forming the networks. Functioning of the network requires active participation of all the stakeholders, and shirking by any member reduces the return on resources of every member which provides the basis of equity participation and reciprocal cooperation. “Complementarity” and “essentiality” of the assets of various entrepreneurs largely determine the nature of network cooperation and surplus distribution. In general, the network enables the small producers to retain their independent entrepreneurships and at the same time help overcome the incentive alignment problems to a large extent. However, there exist wide varieties of networks across industries and within an industry in different locations with varied levels of cooperation and alignment of incentives. Some networks are operating at suboptimal levels and some others are potentially unstable. Network (dpeaa)DE-He213 Small industries (dpeaa)DE-He213 Governance architecture (dpeaa)DE-He213 Incentive alignment (dpeaa)DE-He213 Trader (dpeaa)DE-He213 Artisan (dpeaa)DE-He213 Weaver (dpeaa)DE-He213 Enthalten in AI & society London : Springer, 1987 26(2011), 4 vom: 02. März, Seite 383-391 (DE-627)253389690 (DE-600)1458413-X 1435-5655 nnns volume:26 year:2011 number:4 day:02 month:03 pages:383-391 https://dx.doi.org/10.1007/s00146-011-0318-6 lizenzpflichtig Volltext GBV_USEFLAG_A SYSFLAG_A GBV_SPRINGER GBV_ILN_11 GBV_ILN_20 GBV_ILN_22 GBV_ILN_23 GBV_ILN_24 GBV_ILN_31 GBV_ILN_32 GBV_ILN_39 GBV_ILN_40 GBV_ILN_60 GBV_ILN_62 GBV_ILN_63 GBV_ILN_69 GBV_ILN_70 GBV_ILN_73 GBV_ILN_74 GBV_ILN_90 GBV_ILN_95 GBV_ILN_100 GBV_ILN_101 GBV_ILN_105 GBV_ILN_110 GBV_ILN_120 GBV_ILN_138 GBV_ILN_150 GBV_ILN_151 GBV_ILN_152 GBV_ILN_161 GBV_ILN_170 GBV_ILN_171 GBV_ILN_187 GBV_ILN_213 GBV_ILN_224 GBV_ILN_230 GBV_ILN_250 GBV_ILN_267 GBV_ILN_281 GBV_ILN_285 GBV_ILN_293 GBV_ILN_370 GBV_ILN_602 GBV_ILN_636 GBV_ILN_702 GBV_ILN_2001 GBV_ILN_2003 GBV_ILN_2004 GBV_ILN_2005 GBV_ILN_2006 GBV_ILN_2007 GBV_ILN_2008 GBV_ILN_2009 GBV_ILN_2010 GBV_ILN_2011 GBV_ILN_2014 GBV_ILN_2015 GBV_ILN_2020 GBV_ILN_2021 GBV_ILN_2025 GBV_ILN_2026 GBV_ILN_2027 GBV_ILN_2031 GBV_ILN_2034 GBV_ILN_2037 GBV_ILN_2038 GBV_ILN_2039 GBV_ILN_2044 GBV_ILN_2048 GBV_ILN_2049 GBV_ILN_2050 GBV_ILN_2055 GBV_ILN_2057 GBV_ILN_2059 GBV_ILN_2061 GBV_ILN_2064 GBV_ILN_2065 GBV_ILN_2068 GBV_ILN_2070 GBV_ILN_2086 GBV_ILN_2088 GBV_ILN_2093 GBV_ILN_2106 GBV_ILN_2107 GBV_ILN_2108 GBV_ILN_2110 GBV_ILN_2111 GBV_ILN_2112 GBV_ILN_2113 GBV_ILN_2116 GBV_ILN_2118 GBV_ILN_2119 GBV_ILN_2122 GBV_ILN_2129 GBV_ILN_2143 GBV_ILN_2144 GBV_ILN_2147 GBV_ILN_2148 GBV_ILN_2152 GBV_ILN_2153 GBV_ILN_2188 GBV_ILN_2190 GBV_ILN_2232 GBV_ILN_2336 GBV_ILN_2446 GBV_ILN_2470 GBV_ILN_2472 GBV_ILN_2507 GBV_ILN_2522 GBV_ILN_2548 GBV_ILN_4035 GBV_ILN_4037 GBV_ILN_4046 GBV_ILN_4112 GBV_ILN_4125 GBV_ILN_4242 GBV_ILN_4246 GBV_ILN_4249 GBV_ILN_4251 GBV_ILN_4305 GBV_ILN_4306 GBV_ILN_4307 GBV_ILN_4313 GBV_ILN_4322 GBV_ILN_4323 GBV_ILN_4324 GBV_ILN_4325 GBV_ILN_4326 GBV_ILN_4328 GBV_ILN_4333 GBV_ILN_4334 GBV_ILN_4335 GBV_ILN_4336 GBV_ILN_4338 GBV_ILN_4393 GBV_ILN_4700 AR 26 2011 4 02 03 383-391
language	English
source	Enthalten in AI & society 26(2011), 4 vom: 02. März, Seite 383-391 volume:26 year:2011 number:4 day:02 month:03 pages:383-391
sourceStr	Enthalten in AI & society 26(2011), 4 vom: 02. März, Seite 383-391 volume:26 year:2011 number:4 day:02 month:03 pages:383-391
format_phy_str_mv	Article
institution	findex.gbv.de
topic_facet	Network Small industries Governance architecture Incentive alignment Trader Artisan Weaver
isfreeaccess_bool	false
container_title	AI & society
authorswithroles_txt_mv	Biswas, Pradip Kumar @@aut@@
publishDateDaySort_date	2011-03-02T00:00:00Z
hierarchy_top_id	253389690
id	SPR00127693X
language_de	englisch
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author	Biswas, Pradip Kumar
spellingShingle	Biswas, Pradip Kumar misc Network misc Small industries misc Governance architecture misc Incentive alignment misc Trader misc Artisan misc Weaver Networks of small enterprises, architecture of governance and incentive alignment: some cases from India
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topic_title	Networks of small enterprises, architecture of governance and incentive alignment: some cases from India Network (dpeaa)DE-He213 Small industries (dpeaa)DE-He213 Governance architecture (dpeaa)DE-He213 Incentive alignment (dpeaa)DE-He213 Trader (dpeaa)DE-He213 Artisan (dpeaa)DE-He213 Weaver (dpeaa)DE-He213
topic	misc Network misc Small industries misc Governance architecture misc Incentive alignment misc Trader misc Artisan misc Weaver
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title	Networks of small enterprises, architecture of governance and incentive alignment: some cases from India
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title_full	Networks of small enterprises, architecture of governance and incentive alignment: some cases from India
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title_sort	networks of small enterprises, architecture of governance and incentive alignment: some cases from india
title_auth	Networks of small enterprises, architecture of governance and incentive alignment: some cases from India
abstract	Abstract Networks formed by small enterprises among themselves or with larger ones are common features in many agricultural, manufacturing and service activities in India and probably in many other countries. Through the network, a group of entrepreneurs pool their limited resources including capital, skills and expertise, knowledge and information in order to gain access to various product/input markets and services or to take advantages of some favourable situations or to overcome certain constraints. These networks have a very different governance architecture compared to that of a corporate or a supply chain network. The corporate governance involves command and control down the vertical line. The suppliers in the supply chain are often merely the agents of the large retailer with little autonomy as entrepreneurs, and when they can retain their autonomy, there emerge problems of aligning incentives of the various stakeholders in the supply chain. In the network, the governance architecture is primarily based on self-interests of the equity participants forming the networks. Functioning of the network requires active participation of all the stakeholders, and shirking by any member reduces the return on resources of every member which provides the basis of equity participation and reciprocal cooperation. “Complementarity” and “essentiality” of the assets of various entrepreneurs largely determine the nature of network cooperation and surplus distribution. In general, the network enables the small producers to retain their independent entrepreneurships and at the same time help overcome the incentive alignment problems to a large extent. However, there exist wide varieties of networks across industries and within an industry in different locations with varied levels of cooperation and alignment of incentives. Some networks are operating at suboptimal levels and some others are potentially unstable. © Springer-Verlag London Limited 2011
abstractGer	Abstract Networks formed by small enterprises among themselves or with larger ones are common features in many agricultural, manufacturing and service activities in India and probably in many other countries. Through the network, a group of entrepreneurs pool their limited resources including capital, skills and expertise, knowledge and information in order to gain access to various product/input markets and services or to take advantages of some favourable situations or to overcome certain constraints. These networks have a very different governance architecture compared to that of a corporate or a supply chain network. The corporate governance involves command and control down the vertical line. The suppliers in the supply chain are often merely the agents of the large retailer with little autonomy as entrepreneurs, and when they can retain their autonomy, there emerge problems of aligning incentives of the various stakeholders in the supply chain. In the network, the governance architecture is primarily based on self-interests of the equity participants forming the networks. Functioning of the network requires active participation of all the stakeholders, and shirking by any member reduces the return on resources of every member which provides the basis of equity participation and reciprocal cooperation. “Complementarity” and “essentiality” of the assets of various entrepreneurs largely determine the nature of network cooperation and surplus distribution. In general, the network enables the small producers to retain their independent entrepreneurships and at the same time help overcome the incentive alignment problems to a large extent. However, there exist wide varieties of networks across industries and within an industry in different locations with varied levels of cooperation and alignment of incentives. Some networks are operating at suboptimal levels and some others are potentially unstable. © Springer-Verlag London Limited 2011
abstract_unstemmed	Abstract Networks formed by small enterprises among themselves or with larger ones are common features in many agricultural, manufacturing and service activities in India and probably in many other countries. Through the network, a group of entrepreneurs pool their limited resources including capital, skills and expertise, knowledge and information in order to gain access to various product/input markets and services or to take advantages of some favourable situations or to overcome certain constraints. These networks have a very different governance architecture compared to that of a corporate or a supply chain network. The corporate governance involves command and control down the vertical line. The suppliers in the supply chain are often merely the agents of the large retailer with little autonomy as entrepreneurs, and when they can retain their autonomy, there emerge problems of aligning incentives of the various stakeholders in the supply chain. In the network, the governance architecture is primarily based on self-interests of the equity participants forming the networks. Functioning of the network requires active participation of all the stakeholders, and shirking by any member reduces the return on resources of every member which provides the basis of equity participation and reciprocal cooperation. “Complementarity” and “essentiality” of the assets of various entrepreneurs largely determine the nature of network cooperation and surplus distribution. In general, the network enables the small producers to retain their independent entrepreneurships and at the same time help overcome the incentive alignment problems to a large extent. However, there exist wide varieties of networks across industries and within an industry in different locations with varied levels of cooperation and alignment of incentives. Some networks are operating at suboptimal levels and some others are potentially unstable. © Springer-Verlag London Limited 2011
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title_short	Networks of small enterprises, architecture of governance and incentive alignment: some cases from India
url	https://dx.doi.org/10.1007/s00146-011-0318-6
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up_date	2024-07-03T21:29:35.913Z
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fullrecord_marcxml	<?xml version="1.0" encoding="UTF-8"?><collection xmlns="http://www.loc.gov/MARC21/slim"><record><leader>01000caa a22002652 4500</leader><controlfield tag="001">SPR00127693X</controlfield><controlfield tag="003">DE-627</controlfield><controlfield tag="005">20230330092520.0</controlfield><controlfield tag="007">cr uuu---uuuuu</controlfield><controlfield tag="008">201001s2011 xx \|\|\|\|\|o 00\| \|\|eng c</controlfield><datafield tag="024" ind1="7" ind2=" "><subfield code="a">10.1007/s00146-011-0318-6</subfield><subfield code="2">doi</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(DE-627)SPR00127693X</subfield></datafield><datafield tag="035" ind1=" " ind2=" "><subfield code="a">(SPR)s00146-011-0318-6-e</subfield></datafield><datafield tag="040" ind1=" " ind2=" "><subfield code="a">DE-627</subfield><subfield code="b">ger</subfield><subfield code="c">DE-627</subfield><subfield code="e">rakwb</subfield></datafield><datafield tag="041" ind1=" " ind2=" "><subfield code="a">eng</subfield></datafield><datafield tag="100" ind1="1" ind2=" "><subfield code="a">Biswas, Pradip Kumar</subfield><subfield code="e">verfasserin</subfield><subfield code="4">aut</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Networks of small enterprises, architecture of governance and incentive alignment: some cases from India</subfield></datafield><datafield tag="264" ind1=" " ind2="1"><subfield code="c">2011</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">Text</subfield><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">Computermedien</subfield><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">Online-Ressource</subfield><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="500" ind1=" " ind2=" "><subfield code="a">© Springer-Verlag London Limited 2011</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="a">Abstract Networks formed by small enterprises among themselves or with larger ones are common features in many agricultural, manufacturing and service activities in India and probably in many other countries. Through the network, a group of entrepreneurs pool their limited resources including capital, skills and expertise, knowledge and information in order to gain access to various product/input markets and services or to take advantages of some favourable situations or to overcome certain constraints. These networks have a very different governance architecture compared to that of a corporate or a supply chain network. The corporate governance involves command and control down the vertical line. The suppliers in the supply chain are often merely the agents of the large retailer with little autonomy as entrepreneurs, and when they can retain their autonomy, there emerge problems of aligning incentives of the various stakeholders in the supply chain. In the network, the governance architecture is primarily based on self-interests of the equity participants forming the networks. Functioning of the network requires active participation of all the stakeholders, and shirking by any member reduces the return on resources of every member which provides the basis of equity participation and reciprocal cooperation. “Complementarity” and “essentiality” of the assets of various entrepreneurs largely determine the nature of network cooperation and surplus distribution. In general, the network enables the small producers to retain their independent entrepreneurships and at the same time help overcome the incentive alignment problems to a large extent. However, there exist wide varieties of networks across industries and within an industry in different locations with varied levels of cooperation and alignment of incentives. 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