| Virtual teams |
Have a clearly defined goal that connects all team members and the competencies needed to achieve this goal. Team members work together to achieve a goal; the roles of team members and the rules of cooperation are defined. The virtual team is characterized by the need for more than one location, the use of electronic communication for everyday collaboration, the different work styles of virtual team members, and the lack of direct contact between virtual team members. Virtual teams would not be possible without appropriate technology—they function in a virtual space (a platform that combines all types of communication). Members of virtual teams should have excellent communication skills, high emotional intelligence, and the ability to work independently. |
| Collaborative Innovation Networks (CoINs) |
This kind of network is an example of a dispersed organizational structure, defined as self-organizing groups working to achieve a common goal, sharing ideas and knowledge. The term was coined by Peter Gloor (Gloor, 2006) of the MIT Sloan Center for Collective Intelligence. They consist of virtual teams exchanging information and knowledge to realize a shared vision. Such a network is a social construct with a high innovation potential. CoIN is an open collaboration that helps organizations become more creative, productive, and efficient. Collaborative networks come in many different forms, including virtual organizations, virtual enterprises, dynamic supply chains, professional virtual communities, virtual labs, etc. (Camarinha-Matos & Afsarmanesh, 2021). |
| Network models emerging as part of the Industry 4.0 concept |
The concept of Industry 4.0 requires transforming traditional and, even today, innovative business models. Changes related to, for example, the development of the concept of the Internet of Things, virtualization of services, the use of automatic identification techniques, the use of electronic data exchange, the use of artificial intelligence methods, and finally the progressive robotization of manufacturing processes are reflected in the evolution of network business models. The discussion in the literature on network business models allows for the identification of five general patterns (Dos Santos et al., 2020): (1) separation of business areas, (2) “long tail,” (3) multilateral platforms, (4 ) FREE concept, and (5) open business models. |
| Knowledge networks |
Are informal knowledge exchange systems within a specific domain of knowledge? These are not only intra- but also inter-organizational networks, connecting employees representing various specialties and disciplines of knowledge to achieve an individual goal, such as advice or support. They emerge in organizations and institutions, as well as between them, as a result of dynamic interactions of the individuals that make them up. New networks arise in the context (and as a result) of the emergence of new phenomena and new knowledge. |
| Communities of Practice (CoPs) |
CoPs refer to groups of individuals who come together to share knowledge, expertise, experiences, and insights related to a specific domain or field of interest. These communities are formed to foster learning, collaboration, and the exchange of information among people who share common professional interests or challenges.CoPs can be found in various settings, including professional organizations, academic institutions, businesses, online platforms, and more. They can help individuals stay up-to-date with the latest developments in their field, gain insights from diverse perspectives and overcome challenges more effectively through collective expertise. |
| Network of practice (NoP) |
A concept coined by J. Seely Brown and P. Duguid. (Brown & Duguid, 2000). This concept refers to a set of informal social networks that facilitate the exchange of information between people with practice goals. Thus, the ground that connects people in their networks is determined by the practice that implies the actions of individuals and groups when conducting their work, for example, the practice of software engineers, journalists, educators, etc. Practice networks thus include various practices, also using electronic practice networks (often called virtual or electronic communities). |
| Fractal organizations |
An integrating approach; therefore, the multidimensionality of this issue comes to the fore. H. J. Warnecke understands the fractal as an independently operating unit of the enterprise whose goals and performance can be clearly described. |
| Holonic and bionic organizations |
The essential element of the holonic organization is the holon, that is, an intelligent, autonomous, and cooperative block of the production system responsible for the transformation, transport, storage, and validation of information and physical objects accompanying the production process. Individual functions of the holonic organization are automated thanks to the use of, for example, robots, manipulators, automatic warehouses, and testers. Information technologies enable the implementation of process control functions, for example, accepting customer orders, purchasing materials, balancing production capacity, modeling products, or controlling schedules and production processes (Balasubramanian et al., 2000)Bionic organizations, in turn, are production systems that dynamically adapt to changes in the internal and external environment, which have such properties thanks to mapping the mechanism of the behavior of living organisms. They are characterized by, for example, self-organization thanks to the construction of multi-level networks that map production areas, self-replication, self-recognition, self-learning, adaptation to product and production changes, and self-growth. |
