## 3 Specialisation
### Collaboration among Organisations  
The collaboration among various organisations allows them to achieve more complex aims and to improve their resources. This requires the existence of a synergy among them from which the organisations can benefit. The concept of enterprise networks can be found in articles by authors cited in [8], where the organisations interact with each other to get the best results both as individual units or as a whole. An enterprise network is considered as an association of companies working together to get more benefits while reducing their effort, so that there is a complementation among them with the aim of solving situations that they could not solve individually; they perform these operations in the most efficient way possible. There are various objectives which govern these enterprise networks [10]:  
* To increase competitiveness and profitability of the companies in the network. * To induce specialisation of companies which belong to the network. * To strengthen market presence of the companies that make up the network. * To facilitate the access to business services that are inaccessible to them individually. Taking into account the structure of the cooperation of the network and its specialisation, there are two types of enterprise networks: Horizontal networks and vertical networks. Horizontal networks are represented as a collaboration of groups of companies offering the same services or products. These enterprises benefit from several activities, such as trading with providers; nevertheless, they compete in the same market. On the other hand, vertical networks are alliances among different companies that offer different products or services which are complementary and they collaborate to achieve competitive advantages that would be impossible individually. In these terms, it is necessary to measure the degree of cooperation among these companies, and the degree of specialisation within an organisation and within an enterprise network. These measures were presented in [72]. Let \(N_{E}\) be the number of employees and \(N_{TE}\) the number of tasks performed in a company. A task represents whichever operation related to administration, marketing, etc., in addition to those related to the various production processes. Then, the degree of corporate specialisation, \(E_{E}\), is given by Equation (13). \[E_{E}=\frac{N_{TE}}{N_{E}} \tag{13}\]  
The corporate specialisation is very high when \(E_{E}\) is close to 0; it is high when \(E_{E}\in(0,0.75]\); it is low when \(E_{E}\in(0.75,1]\) and it is very low when \(E_{E}>1\). The ranges defined for \(E_{E}\) have been obtained from direct observation of the industrial environment and from the investigation described in [73; 74; 75]. We take into account that \(E_{E}\) improves with the dedication of a greater number of workers to global tasks in the enterprise. In this way, if there are a greater number of workers who are dedicated to perform a specific job, \(E_{E}\) increases; however, if a worker must perform many tasks, dedication to each of them affects this specialisation. In fact, taking into account that to determine this measure the tasks to be considered correspond to tasks such as marketing, administration or counting, it is possible that the number of tasks is less than the number of workers. In addition, it is interesting to quantify the degree of cooperation, both vertical and horizontal, relative to a group of companies that constitute a business network. To do this, we define the following indicators: \(G_{CV}\) is the degree of vertical cooperation and \(G_{CH}\) the degree of horizontal cooperation within the enterprise network, according to the terms defined above. Taking into account [10], enterprise networks must not exceed a certain number of members with a threshold of 15 or 20. Then, the degree of cooperation, \(G_{C}\), is computed by Equation (14). \[G_{C}=\frac{N_{SP}}{N_{EM}} \tag{14}\]  
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