Enterprise Reconfiguration Dynamics and Business Alignment

Enterprise Reconfiguration Dynamics and Business Alignment

G. D. Putnik (University of Minho, Portugal), M. Manuela Cunham (Polytecnic Institute of Cávado and Ave, Portugal), B. Conceição Cortes (Business Objects, UK) and P. Silva Ávila (Polytechnic Institute of Porto, Portugal)
DOI: 10.4018/978-1-59904-048-6.ch001
OnDemand PDF Download:
$37.50

Abstract

The phenomenon of the enterprise organizational reconfiguration and its dynamics as a business alignment enabler is discussed. Business alignment means the enterprise’s actions undertaken to gain synergy between the business; that is, the market opportunity and the provision of the required, or innovative, product, with the required, or designed, specifications at the required, or proper, time, with the lowest cost and best possible return (financial or other). The enterprise’s organization “fast reconfiguration,” either as a proactive or as a reactive action, or “fast adaptation” or “flexibility” (as a “reactive” action), is seen as the main enabler of business alignment and the main requirement for achieving competitiveness. The need to keep a close alignment with the dynamic market environment in permanent change implies the high dynamics of the organizations’ organization, or organizational structure, reconfiguration. The first part of the text presents enterprise’s requirements for competitiveness and business alignment, while the second part discusses the phenomenon of the enterprise reconfigurability as the business alignment enabler. In the third part, an analysis of some organizational and management approaches, from the reconfigurability point of view, is presented. The text ends with a conclusion and references.

Complete Chapter List

Search this Book:
Reset