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Fair Distribution of Collaboration Benefits

Fair Distribution of Collaboration Benefits

António Abreu, Luis M. Camarinha-Mato
Copyright: © 2008 |Pages: 7
ISBN13: 9781599048857|ISBN10: 159904885X|EISBN13: 9781599048864
DOI: 10.4018/978-1-59904-885-7.ch079
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MLA

Abreu, António, and Luis M. Camarinha-Mato. "Fair Distribution of Collaboration Benefits." Encyclopedia of Networked and Virtual Organizations, edited by Goran D. Putnik and Maria Manuela Cruz-Cunha, IGI Global, 2008, pp. 601-607. https://doi.org/10.4018/978-1-59904-885-7.ch079

APA

Abreu, A. & Camarinha-Mato, L. M. (2008). Fair Distribution of Collaboration Benefits. In G. Putnik & M. Cruz-Cunha (Eds.), Encyclopedia of Networked and Virtual Organizations (pp. 601-607). IGI Global. https://doi.org/10.4018/978-1-59904-885-7.ch079

Chicago

Abreu, António, and Luis M. Camarinha-Mato. "Fair Distribution of Collaboration Benefits." In Encyclopedia of Networked and Virtual Organizations, edited by Goran D. Putnik and Maria Manuela Cruz-Cunha, 601-607. Hershey, PA: IGI Global, 2008. https://doi.org/10.4018/978-1-59904-885-7.ch079

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Abstract

The participation in a collaborative network of enterprises is commonly assumed to bring valuable benefits to the involved entities (Afsarmanesh, Marik, & Camarinha- Matos, 2004; Axelroad, 1984; Dussauge & Garrette, 1999; Nemes & Mo, 2004; Penã & Arroyabe, 2002; Pfeffer & Salancik, 1978; Tuomi, 2003). These benefits include an increase of the “survival capability” in a context of market turbulence but also the possibility of better achieving common goals (Camarinha-Matos & Abreu, 2004; Richter, 2000; Saveri, Rheingold, & Pang, 2004). On the basis of these expectations are, among others, the following factors: acquisition of a (virtual) higher dimension, access to new/wider markets and new knowledge, sharing of risks and resources, joining of complementary skills and capacities, and so forth. But it is also easily recognizable that collaboration introduces high overheads due to the transaction costs (Williamson, 1975, 1985, 1998) which induce higher coordination costs and also due to the diversity of working methods and corporate culture.

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