2012
DOI: 10.1007/978-3-642-32775-9_62
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Business Model Development for Virtual Enterprises

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Cited by 6 publications
(8 citation statements)
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References 33 publications
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“…This section presents and discusses the main issues identified in the universe of the articles selected for this research. Among the 39 papers that formed the basis for the contextualization and conceptualization of collaborative networks associated with dynamic capabilities in turbulent environments, three contribute directly to the proposition of the Conceptual Model: Understanding the Elusive Black Box of Dynamic Capabilities [3]; Business Model Development for Virtual Enterprises [35] and A Method to Quantify the Power Distribution Networks in Collaborative nonhierarchical [36].…”
Section: Resultsmentioning
confidence: 99%
See 1 more Smart Citation
“…This section presents and discusses the main issues identified in the universe of the articles selected for this research. Among the 39 papers that formed the basis for the contextualization and conceptualization of collaborative networks associated with dynamic capabilities in turbulent environments, three contribute directly to the proposition of the Conceptual Model: Understanding the Elusive Black Box of Dynamic Capabilities [3]; Business Model Development for Virtual Enterprises [35] and A Method to Quantify the Power Distribution Networks in Collaborative nonhierarchical [36].…”
Section: Resultsmentioning
confidence: 99%
“…Rojas et al [35] proposes a set of business model elements to be used by the virtual enterprise in order to explore a new business opportunity for its network. The authors identify sixteen elements needed to define the business model of virtual enterprise.…”
Section: Resultsmentioning
confidence: 99%
“…The formation of such business collaboration begins after selecting potential partners based on predefined criterions and invites them to join the virtual enterprise. Before joining the network partners also need to agree and sign the contractual terms and conditions to execute the VE effectively and efficiently [4], [13]. After formation of the VE, next available steps are to execute (monitoring, simulation, optimizing, forecasting) and dissolute (share out, liabilities assignment, partners evaluation) the VE.…”
Section: Business Collaboration Through Virtual Enterprisementioning
confidence: 99%
“…As SME's often lack the resources needed to offer a suitable quality of service level to remote clients, they need to find partners all over the world that will be engaged in business processes accordingly to their specific needs. When a robust worldwide operation network need to be set-up, the use of virtual enterprise platforms can be a rather valuable enabling technology for formation, management, adaptation and monitoring of the dynamic collaborative processes [13]. There are various forms of business collaboration such as business community, industrial cluster, collaborative network organization (CNO) [1], virtual organization (VO), [3] and virtual enterprise (VE) [4].In such business environment, there is always the need to continuously monitor and manage the underlying business processes, as discussed in this paper.…”
Section: Introductionmentioning
confidence: 99%
“…An organization's business model is its driver for success, because it operationalizes the entrepreneurial opportunity that creates competitive advantages for the organization in its market [2], [3]. In this paper we take a business model as the logical representation of a firm's choices to create; delivery and capture value [4].…”
Section: Introductionmentioning
confidence: 99%