This chapter presents the SuperJet International case study, a start-up in the aeronautics industry characterized by a process-oriented approach and a complex and as yet evolving network of partnerships and collaborations. The chapter aims to describe the key points of the start-up process, highlighting common factors and differences compared to the TEKNE Methodology of Change, with particular reference to the second and third phase, namely, the design and deployment of new techno-organizational systems. The SuperJet International startup is presented as a case study where strategic and organizational aspects have been jointly conceived from a network-driven perspective. The chapter compares some of the guidelines of the TEKNE Methodology of Change with experiences and actual practices deriving from interviews with key players in SJI’s start-up process.
SuperJet International case study: a business network start-up in the aeronautics industry.
CORALLO, Angelo;STORELLI, DAVIDE SERGIO
2010-01-01
Abstract
This chapter presents the SuperJet International case study, a start-up in the aeronautics industry characterized by a process-oriented approach and a complex and as yet evolving network of partnerships and collaborations. The chapter aims to describe the key points of the start-up process, highlighting common factors and differences compared to the TEKNE Methodology of Change, with particular reference to the second and third phase, namely, the design and deployment of new techno-organizational systems. The SuperJet International startup is presented as a case study where strategic and organizational aspects have been jointly conceived from a network-driven perspective. The chapter compares some of the guidelines of the TEKNE Methodology of Change with experiences and actual practices deriving from interviews with key players in SJI’s start-up process.I documenti in IRIS sono protetti da copyright e tutti i diritti sono riservati, salvo diversa indicazione.
