Complexity in global value networks – facilitation of value network boundary spanning decisions from a complexity perspective

Corinna Engelhardt-Nowitzki, Markus Gerschberger, Franz Staberhofer

Research output: Chapter in Book/Report/Conference proceedingsConference contributionpeer-review


Dynamic environments and the force to satisfy changing individual customer needs economically increase the complexity in value networks. In practice, there is a lack of knowledge regarding the question at how to assess network complexity and to subsequently decide which value network segments are ‘criti-cal’ and thus have to be treated with priority and which can rather be neglected in managerial considerations (‘network boundary spanning’). This applies especially, when information is incomplete. The theoretical fundament is discursive, ambi-guous and sometimes vague. If solutions are tangible, they often have a narrow application scope. In particular, a manager would require a means to quickly identify those ‘critical’ network elements (customers, suppliers etc.) that are disadvantageous due to an inadequate degree of complexity. Based on considerations from value network management and complex systems theory and on a thorough literature review, the present paper proposes a framework to determine managerial decisions in the course of value network boundary spanning. Besides, a generic set of complexity-related parameters is deduced from the literature that allows for a more appropriate determination of ‘critical locations’ within a value network.
Original languageEnglish
Title of host publicationProceedings - 1st International Conference on Value Chain Management Steyr 2011
PublisherShaker Verlag
ISBN (Print)978-3-8440-0041-2
Publication statusPublished - 2011
EventValue Chain Management (VCM) Conference - Steyr, Austria
Duration: 4 May 20115 May 2011


ConferenceValue Chain Management (VCM) Conference
Internet address


Dive into the research topics of 'Complexity in global value networks – facilitation of value network boundary spanning decisions from a complexity perspective'. Together they form a unique fingerprint.

Cite this