A management sub-system of a virtual construction management services company that enables to meet the distinctive requirements of one-of-the-kind projects and building scopes for the virtual, seamless, and reliable preparation of a complete offering. The competitive internal tendering exploits the system-specific know-how of each special system contractor who submits their sub-bids. For the selection of the best sub-bids, the leading member applies such criteria as performance, quality, price, and life cycle costs.
Published in Chapter:
Management of a Virtual Construction Management Services Company
Wafa Alsakini (TKK Helsinki University of Technology, Finland), Juhani Kiiras (TKK Helsinki University of Technology, Finland), and Pekka Huovinen (TKK Helsinki University of Technology, Finland)
Copyright: © 2008
|Pages: 11
DOI: 10.4018/978-1-59904-885-7.ch113
Abstract
Networking is the organizational form of the information age. Network organizations signify a form of collaboration designed to facilitate economic exchange and to provide an environment for interaction between people (social exchange). Economic actors are likely to sacrifice some of their own preferences in the pursuit of collective goals (Fleisch & Österle, 2000; Franke, 2001). Network organizations are characterized by (1) a purpose and shared goals unifying members, (2) independent members benefiting from being part of a whole, (3) voluntary links between members, (4) multiple leaders providing greater resilience, and (5) many levels integrating organizations, units, and people. From an intra-organizational perspective, networks are the collections of individuals and sub-units within one and the same organizational boundaries. From an interorganizational perspective, networks are the collections of more or less independent individual economic actors such as, companies, institutions, and research organizations (Franke, 2001). Three network types involve (1) internal networks as the loose associations of autonomous groups and teams, (2) stable networks where focal firms engage in long-term relationships with external suppliers or partners, and (3) dynamic networks as the temporary alliances of independent firms with key skills usually organized around a leading or brokering firm based on the exploitation of market opportunities.