Smart business networks: interaction‐coordination aspects and risks

Abstract

Purpose The purpose of this paper is to summarize key interaction‐coordination attributes and the uniqueness of smart business networks. Design/methodology/approach The methodology analyzed is smart business networks, encompassing all three traditional business process life‐cycle stages between dynamically interacting enterprises. Emphasis is put on the business aspects and the related risks. Findings Smart business networks open the possibility to configure business processes and stakeholders on the fly. This implies some key paradigm changes, both of a technical and of a business nature, which are offered here for discussion via a set of propositions. Research limitations/implications By economic and risk analysis, such as that summarized in this paper, one can progress towards the analysis of interacting heterogeneous enterprises. Practical implications The implementation involves, amongst others, the embedding of business logic specific to a network of business partners, inside the communications control networks. It also involves the definition of business protocols between these partners and the joint management of some common functions relying on open networking standards. Examples are given from the wireless communications industry. Originality/value As quick‐connect/quick‐disconnect business networks and processes become more prevailing based on unique resources or competences, the paper introduces the missing risk analysis this requires at an architectural and business level.

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