Virtual Organising Scenarios

Katzy, Bemhard R.; Loeh, Hermann; Zhang, Chunyan

doi:10.1007/1-4020-7833-1_5

Cited by 4 publications

(3 citation statements)

References 4 publications

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“…This finding consists with previous assertions (Katzy et al, 2004;Esposito and Evangelista, 2014) that indicate external changes drive enterprises to explore new inter-firm organisational relationship models such as VE that fits better for new conditions of the competitive scenario and to maintain competitive advantage (Byrne et al, 1993). Even so, enterprises joining in a VE need to handle environmental changes carefully to achieve better output.…”

Section: Discussionsupporting

confidence: 78%

“…Researchers define such as environment as a set of external contextual elements that represent a source of opportunities and threats (Vázquez-Bustelo et al, 2007). This changing context drives organizational changes and leads to collaborate temporary through joining in VE (Katzy et al, 2004), to turn that changes into business opportunities or adapt in that changes. The VE model is indicated as suitable for addressing changing market conditions (Esposito and Evangelista, 2014) while firms collaborate strategically internalize the resources of their alliance partners to cope with turbulence and uncertainty in the M A N U S C R I P T business environment.…”

Section: Driversmentioning

confidence: 98%

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Predicting the relationships between virtual enterprises and agility in supply chains

Samdantsoodol

Cang

et al. 2017

Expert Systems with Applications

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Highlights• Develop an aggregated research schema for VE, ASC, and SC collaboration • Propose a conceptual model for the relationship between VE and ASC • Explore drivers and enablers of agility • Provide rich empirical evidence on impact of VE on ASC • Present theoretical insights and practical implications for managers ACCEPTED MANUSCRIPT ABSTRACTIn the recent advanced information communications and technology (ICT) era, collaborating virtually and temporarily in supply chains (SCs) to receive mutual benefits such as agility while sharing resources and information becomes an important strategy for enterprises that seek to increase their competitiveness and to optimise their processes and resource usage. As a dynamic and temporary form of alliance from the resource perspective, virtual enterprises (VEs) may contribute network resource heterogeneity and sustain competitive advantage. In addition, agility is suggested as a rare, valuable, network resource that is difficult to imitate and that cannot easily be substituted by other attributes.Although many researchers have investigated VEs and their agility, the research pays less attention to the relationship between VEs and agility in complex SC situations. This paper therefore investigates the relationship between VE and agility in SCs (ASCs) and explores drivers and enablers of agility and outcomes. To clarify the relationships between factors a structural equation model (SEM) is adopted to examine the model fit according to the measurement variables and supporting hypotheses. The results provide rich empirical evidence of the beneficial impact of VEs on ASCs, and theoretical and managerial insights that can be used to strengthen the drivers, enablers and capabilities to enhance the effectiveness of VE collaboration in ASCs in a global and dynamic context. Also, the analysis results can aid a decision maker which ones of the factors are the important ones that he or she should devote more resources and efforts on.

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Section: Discussionsupporting

confidence: 78%

Section: Driversmentioning

confidence: 98%

Predicting the relationships between virtual enterprises and agility in supply chains

Samdantsoodol

Cang

et al. 2017

Expert Systems with Applications

View full text Add to dashboard Cite

show abstract

“…This layer keeps frequent interaction with both the Small Teams Layer and the Strategic Alliance Layer. Roles in this layer act similarly to "Virtual Organization Brokers" in existing literature [24], but the difference is that they keep close contact with goal-oriented networks during their whole lifecycle, especially during the operation stage.…”

Section: Fig 1 Agile Operation Framework For Small Teams In Kiosmentioning

confidence: 99%

Towards Agile Operation for Small Teams in Knowledge Intensive Organizations: A Collaboration Framework

Qing-hua

Gou

Camarinha-Matos

2020

IFIP Advances in Information and Communication Technology

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Knowledge Intensive Organizations (KIOs) are of growing importance worldwide. But comparing to other kinds of enterprises, they are challenged by more uncertainty and complex situations. In the context of a KIO, various small teams can be dynamically organized to collaboratively pursue knowledge creation initiatives. As these small teams, which bred from KIOs, often involve activities that cannot be fully predetermined, they need to be supported by related resources and services in a more agile way during their operation and evolution stages. This paper presents a new three-layer collaboration framework for agile operation of small teams on the basis of existing models from the paradigm of Collaborative Networks, with a set of roles and mechanisms proposed in each layer. Considering the framework, related digital platforms and artificial intelligence applications can be developed, giving effective support to small teams' knowledge creation processes. A case study has been developed for a research group to illustrate the proposed framework.

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Improving distributed innovation processes in virtual organisations through the evaluation of collaboration intensities

Eschenbächer

Seifert

Thoben

2011

Production Planning & Control

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Virtual Organising Scenarios

Cited by 4 publications

References 4 publications

Predicting the relationships between virtual enterprises and agility in supply chains

Predicting the relationships between virtual enterprises and agility in supply chains

Towards Agile Operation for Small Teams in Knowledge Intensive Organizations: A Collaboration Framework

Improving distributed innovation processes in virtual organisations through the evaluation of collaboration intensities

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