Inside Management by David Vickers

Author:David Vickers
Language: eng
Format: epub
ISBN: 9783030619350
Publisher: Springer International Publishing

Zooming Out

Netted Networks

Using the concept of netted networks is useful in zooming out for us to consider how strategy is shaped in this story. Hansen and Mouritsen’s (1999) own study focused on the idea of competitiveness. They show how four separate business technologies (defining, assembling, producing and shipping) co-exist in the steady state around the drive for competitiveness. However, when the organisation starts to become less competitive a managerial technology (accounting network on order performance) is awoken from its dormancy to condition and change these business technologies. The term ‘technologies’ is used by Hanesn and Mouritsen to describe networks. Business technologies operate largely as black boxes (unproblematised) in continuous time. They are a series of steady state routinised practices in a distinct technology (network). Managerial technologies (networks) tend to be brought forth during a crisis and interweave between existing business technologies to deal with a crisis. Temporarily, these managerial technologies may enrol business technologies in their net. This idea resonates with the normal and crisis states associated with Burnsland. However, developing on from Hansen and Mouritsen’s idea there are three kinds of technologies (networks) evident in the Engine Room account. These are Business technologies, Every day Managerial Technologies and Fundamental Managerial Technologies. There are three business technologies (or networks)—Production, Commercial and Research in a cooperative and contradictory co-existence all focused on producing acceptable output for customers (see Fig. 4.1 above).

Fig. 4.1Managerial and Business Technologies

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