Enterprise imaging: representing complex multi‐organizational service enterprises

Abstract

Purpose

The purpose of this paper is to present a visualization method developed as a result of an observed need to capture the organizational arrangements of a complex engineering service enterprise. The focal case study is between a public sector client and private sector provider where multiple organizations contribute resource to create value. This visualization can assist client and provider stakeholders to take a holistic perspective of the purpose and management of their enterprise, highlighting the complexity of value co‐creation in service enterprises and the interdependencies between organizational units.

Design/methodology/approach

Development of the Enterprise Image has drawn on research within the service, organizational and individual cognition literatures. Data were obtained from an in‐depth Defence sector case study representing diverse interactions within client and provider communities. The case focused on a fast‐jet aircraft availability contract, where the public sector client outsourced through‐life support activities to a set of private sector providers. Preliminary testing of the validity and utility of the image was conducted by presentations to single and mixed communities of clients and providers involved in value co‐creation.

Findings

The paper proposes a method of pictorially representing a complex alliance, called an “Enterprise Image”. The work provides empirically based insight into the management processes of a complex, multi‐organizational service enterprise, where little or no enterprise level management had been in evidence. The Enterprise Image appeared to have the effect of raising questions and conversations about how the overall enterprise might be managed and how ongoing service improvement might be achieved.

Practical implications

In this research the Enterprise Image was drawn by researchers – ongoing research aims to design a method that helps clients and providers co‐create their own Enterprise Image. From current findings the implication of this research will be to encourage enterprise management of ongoing improvement in multi‐organisational service enterprises.

Originality/value

Models and representations for understanding the delivery of value are mostly provider and product focused, despite the recognition in a servitised environment of the complex interactions with client organizations. This paper presents a methodology for visually representing value co‐creation in complex service enterprises where the service includes significant client resource involvement.

Citation

Mills, J., Purchase, V.C. and Parry, G. (2013), "Enterprise imaging: representing complex multi‐organizational service enterprises", International Journal of Operations & Production Management, Vol. 33 No. 2, pp. 159-180. https://doi.org/10.1108/01443571311295617