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Edgaras Ribačonka, Darius Burgis KOORDINAVIMO SISTEMOS ORGANIZACIJŲ TINKLUOSE MODELIS essential. Evidently the importance of network organizations as a means for attraction of investment and its effective use can only grow. In the face of these changes various subjects of business create a certain “community” around them that is shaped by selected criteria. This process could be explained by the need of the organization to protect its interest and to increase the effectiveness of the use of its resources. In such a way sustainable groups of business subjects are formed, they become interlinked by a variety of networks. The key elements that unite the participants of the network are historically formed commitments and mutual interest, the opportunity to participate in the activities of the company and use its resources, markets and technology, accessibility of administrative resource and so on. A network of organizations is a system of value creation, in which several organizations that have complementary strengths form an alliance that is beneficial to all of the participants; this alliance allows organizations to be successful in the environment of rapid change (Castells, 2003; Issakson, 2010; Staniulienė, 2006; Zakarevičius, 2002). One of the most important activities in a network is the creation of coordination system that would regulate the relations and activities between the member organizations (Кущ, 2006; Danese, 2005; Kumar, 2001; Seifert, 2003; Rudberg, 2008). The problem of this article is the difficulty of coordination of the activities of members or the network of organizations. The object of the article is the coordination system in the network of organizations. The goal of the article is to provide the model for coordination in the network of organizations. The tasks of the research are: 1. To analyse the approaches to the network structures; 2. To determine the structure of the system of coordination in the network of organizations; 3. To provide a model of coordination system in the network of organizations. The article is written using the methods of analysis and synthesis of scientific literature. The literature regarding network organizations and organizational networks (Castells, 2003; Issakson ir kt., 2010; Staniulienė, 2006; Zakarevičius, 2002), the processes of coordination (Кущ, 2006; Danese, 2005; Kumar, 2001; Seifert, 2003; Rudberg, 2008) was analysed, and synthesis method was used to create the model of coordination system in network of organizations. We came to conclusion that there are two dominant views on network structures, one holds that a network inside of organization, and that connects several organizations should be considered a network organization; another view separates network organization from the network of organizations. We think that the network of organizations is comprised by de jure independent organizations that are collaborating in the achievement of a common goal. The coordination system in these networks of organizations is different and more straightforward than in a network organization. The system of coordination in network of organizations is comprised by totality of actions (adjustment of processes, structures and goals), means (ERP, APS) and canals of communication that allows adjusting all of the relations between elements of the network. The use of advanced coordination systems in the network of organizations could lead to the improvement of quality of production or services, reduction of inventory in all of the levels of value chain, could reduce the cost of activity and ensure more effective use of limited resources. We provided a model that illustrates the coordination system in the network of organizations, this system is formed by the coordination centre and coordination nods that are linked by the communication links an is based on the model of Collaborative Planning, Forecasting and Replenishment (CPFR), that is meant for the adjustment of inter-organizational activities. We also note that even advanced technological means such as ERP that are oriented to the coordination of processes inside of organization, could not always be successfully adapted for the coordination of networks of organizations. KEY WORDS: Network organization, network of organizations, coordination. JEL codes: L14, M10. 132
ISSN 2029-9370. Regional Formation and Development Studies, No. 2 (7) OPERATIONS STRATEGIES Roland Schmuck 1 University of Pécs (Hungary) ABSTRACT Strategic management and operations management are widely used concepts. The role of operations management in planning and implementation the strategy is shown in this article. After a deep literature review the author presents those ideas which are crucial for the long-term planning of a modern company. Next to the change of the external environment the time factor is also considered as an important issue. The goal of companies within the framework of these conditions is to gain competitive advantage. The author shows ideas how to achieve this. KEY WORDS: strategy, operations, management. JEL CODES: L100, M110, O320 Introduction The purpose of this paper is to search for the answer what kind of operational strategies successful companies may follow. The object of the research is to clarify which operational strategies can be useful in today’s complex environment and what strategies successful companies may use. It is a current topic nowadays. During the 20 th century there were several shifts in the focus of operational management (Barakonyi, 2000) which outlines the main problem why this article was borned. The paper aims to discuss the current trends in the topic. The objectives of the current research are to distinguish current working operations management methods from outdated solutions and to give ideas of what a successful company should use or not use from the common solutions of operations management. The tasks done in this paper are the following. The author first overviews what strategy and operations strategy is, than discusses the mainstream opinions of the topic. Finally, as a conclusion, answers the question what moderns companies should consider when planning their operations strategy. The research methods are based on deep literature review of those articles and books that are considered relevant on the topic by mainstream economists. The articles and books were systematically chosen to cover the most important issues of current operations management including the following: strategic management, aggregate planning, inventory management, just-in-time, TQM, competing through manufacturing, service management and supply chain management. 1. Strategies In the 21 st century the environment changes faster than ever. New technologies evolves day-by-day, which grow extremely fast or disappear. The organizations are uncertain in this world. Multinational compa- 1 Roland Schmuck – University of Pécs, Faculty of Economics, Strategic Studies Department, assistant professor. Scientific interests: management and economics. E-mail: schmuck@ktk.pte.hu Tel.: +36 72 501 599 / 23265. 133
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