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.
|Title of host publication||Encyclopedia of Networked and Virtual Organizations|
|Editors||GD Putnik, MM Cunha|
|Place of Publication||London|
|Publication status||Published - 1 Jan 2008|
Abreu, A., & Camarinha-matos, L. M. (2008). Fair Distribution of Collaboration Benefits – The Shapley value. In GD. Putnik, & MM. Cunha (Eds.), Encyclopedia of Networked and Virtual Organizations (pp. 601-607). London: Idea Group.