CONTEXTNowadays, organizations are more and more centred on their core competencies and outsource secondary tasks. This outsourcing policy leads to stronger interorganisational relationships often based on service customer/service supplier relationships to adapt and increase continuously the global performance level and gain a competitive advantage. Consequently, enterprises focus has shifted from the improvement of their internal organizational level to the outsourcing strategy and the inter-organizational level. The combination of service consumer and service provider can be seen as global virtual enterprise which can be introduced to a third party as a single entity.Such collaborative organizations can be more or less stable, depending on the parties contracting conditions and on the environment context which may require more or less flexibility and agility (Kutvonen et al., 2005). This agility constraint, especially in fast changing environments, involves continuous adaptation of both the enterprise internal organization and collaboration partners selection. This context leads to the emergence of dynamic virtual markets in which partners are selected for short or midterm collaboration (Bartelt and Lamersdorf, 200 l). Consequently, a highly dynamic approach is required to create or retain a competitive position for