An organization's success is highly dependent on its ability to cooperate, both within the organization and with other organizations. This is especially true for small and medium-sized enterprises (SMEs). Yet cooperation – internal or external – does not always succeed, and the reasons for failures or shortcomings are not always obvious. In this paper, an industrial case study involving Co-MAP, a methodology for capturing, formalising, and analysing cooperation processes, is presented. Co-MAP was applied to the new product development process of a medium-sized company, and provided substantial help in locating process shortcomings and problems that had so far been hidden, although their effects had been felt.
Kethers, Stefanie, "Capturing, Formalizing, and Analyzing Cooperation Processes: A Case Study" (2002). ECIS 2002 Proceedings. 145.