The Skills of the Network Manager: Empirical Evidence in a Region of Central Italy

Roberta Tresca

doi:doi:10.11648/j.ajmse.20180303.11

| Peer-Reviewed |

The Skills of the Network Manager: Empirical Evidence in a Region of Central Italy

Roberta Tresca

Received: 29 August 2018 Accepted: 17 September 2018 Published: 11 October 2018

Views: Downloads:

Download PDF

Share This Article

Twitter
Linked In
Facebook

Abstract

This research work aims to investigate the figure of the network Manager as the entity in charge of the coordination and governance of enterprise networks, formalized through a network contract. In detail we intend focusing on the skills which such figure should have for prudent management of the network context. To this end - also making use of previously undertaken studies - an explanatory path was followed which contemplates two different theoretical approaches: in the first, the skills of the network Manager were represented, inserting them within the various phases into which the network life cycle is divided; in the second, a comparison was made between the network Manager and a number of managerial figures profiled by literature, with the aim of highlighting the existing connection and/or contrast points. The theoretical study was followed by empirical evidence: testimonies were collected from network Managers operating in central Italy (Abruzzo Region) and formalized with a network contract, in order to verify whether or not good practice complies with the adopted theoretical framework. The responses of the Managers being interviewed showed a tendential correspondence between the operating practice and what was theoretically discovered. In particular, the complexity of the figure is highlighted following the multi-functionality of the required skills. The importance given to the possession of relational and adaptive skills as been analyzed as well. The Manager who posseses the so-called adaptive skills is somebody who know how to modulate the many different relational and professional qualities He is able to adapt himself to the multiple and different needs that network makes manifest from time to time.

DOI	10.11648/j.ajmse.20180303.11
Published in	American Journal of Management Science and Engineering (Volume 3, Issue 3, May 2018)
Page(s)	23-29
Creative Commons	This is an Open Access article, distributed under the terms of the Creative Commons Attribution 4.0 International License (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted use, distribution and reproduction in any medium or format, provided the original work is properly cited.
Copyright	Copyright © The Author(s), 2024. Published by Science Publishing Group

Keywords

Network Manager, Skills, Network Life Cycle

References

[1]	Tresca R. (2015), Coordination and shared governance in business networks: the figure of the network manager in the context of a network’s life cycle, in Arethuse – Scientific Journal of Economics and Business Management.
[2]	Gulati R., Singh H. (1998), The Architecture of Cooperation: Managing Coordination Cost and Appropriation Concerns in Strategic Alliances, Administrative Science Quarterly, vol. 43, p. 781-814.
[3]	Gulati R., Gargiulo M. (1999), Where do interorganizational networks come from? American Journal of Sociology, vol. 104, n. 5, p. 1439-1493
[4]	Das T. K., Teng B. S. (2002), The dynamics of alliance conditions in the alliance development process, Journal of Management Studies, vol. 39, n. 5, p. 725-756, 2002.
[5]	Parkhe A., Wasserman S. and Ralston D. A. (2006), New frontiers in network theory development, Accademy of Management Review, vol. 31, n. 3, p. 560-568.
[6]	Romiti A., Sarti D. (2013), Le fasi iniziali dell’evoluzione delle reti d’impresa. Alcuni casi nel settore della meccanica, Impresa Progetto Electronic Journal of Management, n. 1/2013.
[7]	Norhia N., Garcia-Pont C. (1991), Global strategic linkages and industry structure, Strategic Management Journal, vol, 12, p. 105-124.
[8]	Snow C. C, Miles R. E., Coleman H. J. (Jr), (1992), Managing 21^st Century Network Organisations, Organizational Dynamics, vol. 20, n. 3, p. 5-20.
[9]	Tresca R. (2016), The Network Manager and the governance of business network: comparison with a number of managerial figures identified in management literature in International Journal of Social Ecology and Sustainable Development - Vol. 7, Issue 4, October December 2016.
[10]	Tresca R. (2015), Il Manager di rete per la governance condivisa delle reti d’impresa, in EyesReg, Vol. 5, N° 5, Settembre 2015.
[11]	Antoldi F., Cerrato D., Depperu D. (2011), “Export Consortia in Developing Countries – Successful Management of Cooperation Among SME’s”, Hardcover – 2. Strategic Networks, Trust and the Competitive Advantage of SMEs.
[12]	McEvily B. & Zaheer A. (2004), Architects of trust: The role of network facilitators in geographical clusters. In R. M. Kramer & K. S. Cook (Eds.), Trust and distrust in organizations (pp. 189-213). New York: Russel Sage Foundation.
[13]	Castaldo A. (2004), Strategia, reti di imprese e capacità relazionali, Cedam.
[14]	Cannatelli B. & Antoldi F. (2010 June), Fostering trust within strategic alliances among SMEs: A study on the role of network facilitator. Paper presented at 2010 World Conference of International Council for Small Business (pp. 24-27), Cincinnati, Ohio.
[15]	Thomas, David and Ely, Robin (1996), Making Differences Matter: A Paradigm for Managing Diversity, Harvard Business Review, pp. 9-10.
[16]	Thomas, Roosevelt R. (2006), Bulding on the Promise of Diversity: How we can move to the next level in our workplaces, our communities, and our society, New York et al.: American Management Association.
[17]	Blake S. Cox H. T. (1991), Managing cultural diversity: implications for organizational competitiveness, Accademy of Management Excusive, Vol. 5, N. 3.
[18]	Katan D. (2004), Translating Cultures, An Introduction for Translator, Interpreters and Mediators, St. Jerome Publishing, Manchester, pp. 380.
[19]	Norman R. (1977), Management or Growth, John Wiles & Sons, Chichester. Trad. It. (1979), Le condizioni di sviluppo dell’impresa, Etas Libri, Milano.
[20]	Butera F., Alberti F. (2012), Il governo delle reti inter-organizzative per la competitività, Working Paper 5/2012, Fondazione Irso.

Cite This Article

Plain Text BibTeX RIS

APA Style

Roberta Tresca. (2018). The Skills of the Network Manager: Empirical Evidence in a Region of Central Italy. American Journal of Management Science and Engineering, 3(3), 23-29. https://doi.org/10.11648/j.ajmse.20180303.11

Copy | Download

ACS Style

Roberta Tresca. The Skills of the Network Manager: Empirical Evidence in a Region of Central Italy. Am. J. Manag. Sci. Eng. 2018, 3(3), 23-29. doi: 10.11648/j.ajmse.20180303.11

Copy | Download

AMA Style

Roberta Tresca. The Skills of the Network Manager: Empirical Evidence in a Region of Central Italy. Am J Manag Sci Eng. 2018;3(3):23-29. doi: 10.11648/j.ajmse.20180303.11

Copy | Download

@article{10.11648/j.ajmse.20180303.11,
  author = {Roberta Tresca},
  title = {The Skills of the Network Manager: Empirical Evidence in a Region of Central Italy},
  journal = {American Journal of Management Science and Engineering},
  volume = {3},
  number = {3},
  pages = {23-29},
  doi = {10.11648/j.ajmse.20180303.11},
  url = {https://doi.org/10.11648/j.ajmse.20180303.11},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ajmse.20180303.11},
  abstract = {This research work aims to investigate the figure of the network Manager as the entity in charge of the coordination and governance of enterprise networks, formalized through a network contract. In detail we intend focusing on the skills which such figure should have for prudent management of the network context. To this end - also making use of previously undertaken studies - an explanatory path was followed which contemplates two different theoretical approaches: in the first, the skills of the network Manager were represented, inserting them within the various phases into which the network life cycle is divided; in the second, a comparison was made between the network Manager and a number of managerial figures profiled by literature, with the aim of highlighting the existing connection and/or contrast points. The theoretical study was followed by empirical evidence: testimonies were collected from network Managers operating in central Italy (Abruzzo Region) and formalized with a network contract, in order to verify whether or not good practice complies with the adopted theoretical framework. The responses of the Managers being interviewed showed a tendential correspondence between the operating practice and what was theoretically discovered. In particular, the complexity of the figure is highlighted following the multi-functionality of the required skills. The importance given to the possession of relational and adaptive skills as been analyzed as well. The Manager who posseses the so-called adaptive skills is somebody who know how to modulate the many different relational and professional qualities He is able to adapt himself to the multiple and different needs that network makes manifest from time to time.},
 year = {2018}
}

Copy | Download

TY  - JOUR
T1  - The Skills of the Network Manager: Empirical Evidence in a Region of Central Italy
AU  - Roberta Tresca
Y1  - 2018/10/11
PY  - 2018
N1  - https://doi.org/10.11648/j.ajmse.20180303.11
DO  - 10.11648/j.ajmse.20180303.11
T2  - American Journal of Management Science and Engineering
JF  - American Journal of Management Science and Engineering
JO  - American Journal of Management Science and Engineering
SP  - 23
EP  - 29
PB  - Science Publishing Group
SN  - 2575-1379
UR  - https://doi.org/10.11648/j.ajmse.20180303.11
AB  - This research work aims to investigate the figure of the network Manager as the entity in charge of the coordination and governance of enterprise networks, formalized through a network contract. In detail we intend focusing on the skills which such figure should have for prudent management of the network context. To this end - also making use of previously undertaken studies - an explanatory path was followed which contemplates two different theoretical approaches: in the first, the skills of the network Manager were represented, inserting them within the various phases into which the network life cycle is divided; in the second, a comparison was made between the network Manager and a number of managerial figures profiled by literature, with the aim of highlighting the existing connection and/or contrast points. The theoretical study was followed by empirical evidence: testimonies were collected from network Managers operating in central Italy (Abruzzo Region) and formalized with a network contract, in order to verify whether or not good practice complies with the adopted theoretical framework. The responses of the Managers being interviewed showed a tendential correspondence between the operating practice and what was theoretically discovered. In particular, the complexity of the figure is highlighted following the multi-functionality of the required skills. The importance given to the possession of relational and adaptive skills as been analyzed as well. The Manager who posseses the so-called adaptive skills is somebody who know how to modulate the many different relational and professional qualities He is able to adapt himself to the multiple and different needs that network makes manifest from time to time.
VL  - 3
IS  - 3
ER  -

Copy | Download

Author Information

Roberta Tresca

Department of Business Administration, Univesity of Study “G. d’ Annunzio”, Pescara, Italy

Download PDF

Sections

Plain Text BibTeX RIS

APA Style

Roberta Tresca. (2018). The Skills of the Network Manager: Empirical Evidence in a Region of Central Italy. American Journal of Management Science and Engineering, 3(3), 23-29. https://doi.org/10.11648/j.ajmse.20180303.11

Copy | Download

ACS Style

Roberta Tresca. The Skills of the Network Manager: Empirical Evidence in a Region of Central Italy. Am. J. Manag. Sci. Eng. 2018, 3(3), 23-29. doi: 10.11648/j.ajmse.20180303.11

Copy | Download

AMA Style

Roberta Tresca. The Skills of the Network Manager: Empirical Evidence in a Region of Central Italy. Am J Manag Sci Eng. 2018;3(3):23-29. doi: 10.11648/j.ajmse.20180303.11

Copy | Download

@article{10.11648/j.ajmse.20180303.11,
  author = {Roberta Tresca},
  title = {The Skills of the Network Manager: Empirical Evidence in a Region of Central Italy},
  journal = {American Journal of Management Science and Engineering},
  volume = {3},
  number = {3},
  pages = {23-29},
  doi = {10.11648/j.ajmse.20180303.11},
  url = {https://doi.org/10.11648/j.ajmse.20180303.11},
  eprint = {https://article.sciencepublishinggroup.com/pdf/10.11648.j.ajmse.20180303.11},
  abstract = {This research work aims to investigate the figure of the network Manager as the entity in charge of the coordination and governance of enterprise networks, formalized through a network contract. In detail we intend focusing on the skills which such figure should have for prudent management of the network context. To this end - also making use of previously undertaken studies - an explanatory path was followed which contemplates two different theoretical approaches: in the first, the skills of the network Manager were represented, inserting them within the various phases into which the network life cycle is divided; in the second, a comparison was made between the network Manager and a number of managerial figures profiled by literature, with the aim of highlighting the existing connection and/or contrast points. The theoretical study was followed by empirical evidence: testimonies were collected from network Managers operating in central Italy (Abruzzo Region) and formalized with a network contract, in order to verify whether or not good practice complies with the adopted theoretical framework. The responses of the Managers being interviewed showed a tendential correspondence between the operating practice and what was theoretically discovered. In particular, the complexity of the figure is highlighted following the multi-functionality of the required skills. The importance given to the possession of relational and adaptive skills as been analyzed as well. The Manager who posseses the so-called adaptive skills is somebody who know how to modulate the many different relational and professional qualities He is able to adapt himself to the multiple and different needs that network makes manifest from time to time.},
 year = {2018}
}

Copy | Download

TY  - JOUR
T1  - The Skills of the Network Manager: Empirical Evidence in a Region of Central Italy
AU  - Roberta Tresca
Y1  - 2018/10/11
PY  - 2018
N1  - https://doi.org/10.11648/j.ajmse.20180303.11
DO  - 10.11648/j.ajmse.20180303.11
T2  - American Journal of Management Science and Engineering
JF  - American Journal of Management Science and Engineering
JO  - American Journal of Management Science and Engineering
SP  - 23
EP  - 29
PB  - Science Publishing Group
SN  - 2575-1379
UR  - https://doi.org/10.11648/j.ajmse.20180303.11
AB  - This research work aims to investigate the figure of the network Manager as the entity in charge of the coordination and governance of enterprise networks, formalized through a network contract. In detail we intend focusing on the skills which such figure should have for prudent management of the network context. To this end - also making use of previously undertaken studies - an explanatory path was followed which contemplates two different theoretical approaches: in the first, the skills of the network Manager were represented, inserting them within the various phases into which the network life cycle is divided; in the second, a comparison was made between the network Manager and a number of managerial figures profiled by literature, with the aim of highlighting the existing connection and/or contrast points. The theoretical study was followed by empirical evidence: testimonies were collected from network Managers operating in central Italy (Abruzzo Region) and formalized with a network contract, in order to verify whether or not good practice complies with the adopted theoretical framework. The responses of the Managers being interviewed showed a tendential correspondence between the operating practice and what was theoretically discovered. In particular, the complexity of the figure is highlighted following the multi-functionality of the required skills. The importance given to the possession of relational and adaptive skills as been analyzed as well. The Manager who posseses the so-called adaptive skills is somebody who know how to modulate the many different relational and professional qualities He is able to adapt himself to the multiple and different needs that network makes manifest from time to time.
VL  - 3
IS  - 3
ER  -

Copy | Download