A longitudinal case study on the development of a networked company

Through an exploratory case study, the research examines concepts that distinguish a networked company from other organization models. These concepts are applied to a triad-networked company called the Port Arthur Remediation Team (PART). The methodology includes alternating qualitative-quantitative-qualitative waves, designed to triangulate findings from multiple sources of evidence. The intent is to identify the factors that had a positive, neutral, or negative impact on the development of a networked company. Finally, the study examines the impact of those factors on the business outcomes of the networked company.; The value chain and core business criteria analyses are discussed as tools that contribute to network organization design. Three partnership models and the business case for applying each are examined. The factors that distinguish a networked company from other organization models are identified.; The specific research methods used in each of the three waves of research to answer the exploratory research questions are discussed. Challenges to case study research are presented, resolved, and documented in the case study protocol that serves as the research guide for this study.; In the first qualitative wave of research, value chain and core business criteria analyses and PART archives are used to examine the PART organization structure. The second quantitative wave of research reviews the Organization Diagnostic System (ODS) Survey results for PART from 1996--2000. The final qualitative wave of research uses interviews and direct researcher observations to corroborate categories and patterns seen in the first qualitative wave and the second quantitative wave.; This longitudinal study of a triad inter-firm relationship adds to insight on network organizations by delineating the complete business case needed for success. Over time, factors affecting the development of a networked company can be identified. Direction, processes, and work planning have a positive effect; focus, involvement, and communication have a neutral effect; competence, work performance, and work environment have a negative effect. A detailed review of these factors distinguishes those best affected by the local networked company or by the parent firm. Finally recommendations are made for future academic research and business application of the networked company concepts.