BM_Virtual Enterprise as an Agile/Virtual Enterprise Model

BM_Virtual Enterprise as an Agile/Virtual Enterprise Model

Maria Manuela Cunha (Polytechnic Institute of Cavado, Portugal) and Goran D. Putnik (University of Minho, Portugal)
Copyright: © 2006 |Pages: 18
DOI: 10.4018/978-1-59904-010-3.ch003
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Abstract

Chapter III presents the BM_Virtual Enterprise (BM_VE) model, as an Agile/Virtual Enterprise, in total or partial conformance with the BM_Virtual Enterprise Architecture Reference Model (BM_VEARM) (i.e., as a dynamically reconfigurable network integrated over the global domain, satisfying the requirements for integrability, distributivity, agility and virtuality as the competitiveness factors). According to BM_VEARM, a virtual enterprise (VE) is “… an optimized enterprise, synthesized over a universal set of resources, with a real-time replaceable physical structure, and when the synthesis and control are performed in an abstract or virtual environment.” The importance of presenting the BM_VE is in the fact that VE, or Agile/Virtual Enterprise (A/VE), implementation and management is not possible without Market of Resources (MR), and similarly defined structures and/or organizations, as an external independent institution that would serve as an environment to support the VE dynamic integration, operation and reconfiguration, as well as “boost” to the networking (VE) dynamics, providing overcoming (i.e., minimizing) of the twofundamental networking disablers: (1) “transaction” (i.e., reconfigurability) costs, and (2) the VE partners’ knowledge and rights protection. Market of Resources is the third mechanism, or tool, that BM_VE, or any VE conceived as a dynamically reconfigurable enterprise network uses. It is an institution, or enterprise, operating as a meta-enterprise of the operating VE. BM_Virtual Enterprise uses three main mechanisms, or tools: Broker, Virtuality and Market of Resources. Broker is the agent of agility and virtuality. Virtuality as a tool is a specific organizational structure pattern that contributes to further improvement of agility/reconfiguration dynamics. The consequences of virtuality, as defined in BM_VE model (i.e., in BM_VEARM), are: (1) the hierarchical structure of VE, or A/VE, organization, (2) the Resource-centered Virtual Enterprise Definition (in a way the inverse definition of the “traditional” VE definitions), and (3) the virtualization process. The consequences of virtuality in BM_VE, following BM_VEARM, the Resource centered Virtual Enterprise Definition, and the process of virtualization, following BM_VE and BM_VEARM, directly implied by the (BM_VE) VE Extended Life Cycle, characterized by the “contractualization of the Market of Resources” environment, or a meta-enterprise for its (VE) implementation and management. BM_VE is a ubiquitous enterprise too. This is exactly because ubiquitousness is necessarily based on the Resource-centered Virtual Enterprise Definition. Market of Resources, and similarly defined environments, enable VE, or A/VE, to operate as a ubiquitous enterprise too. Ubiquitous enterprise, and VE as a ubiquitous enterprise, could be considered as the next generation (enterprise) organizations.

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Table of Contents
Acknowledgments
Maria Manuela Cruz-Cunha, Goran D. Putnik
Chapter 1
Maria Manuela Cunha, Goran D. Putnik
Before introducing the Agile/Virtual Enterprise organizational model and all the concepts underlying the topic of Agile/Virtual Enterprise... Sample PDF
Business Requirements and Background
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Chapter 2
Maria Manuela Cunha, Goran D. Putnik
In this chapter the most relevant and most discussed virtual enterprise models are introduced in a broader sense: the Supply Chain Management... Sample PDF
A Review on Virtual Enterprise Models
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Chapter 3
Maria Manuela Cunha, Goran D. Putnik
Chapter III presents the BM_Virtual Enterprise (BM_VE) model, as an Agile/Virtual Enterprise, in total or partial conformance with the BM_Virtual... Sample PDF
BM_Virtual Enterprise as an Agile/Virtual Enterprise Model
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Chapter 4
Maria Manuela Cunha, Goran D. Putnik
This chapter introduces the requirements for Agile/Virtual Enterprise (A/VE) integration, discusses reconfigurability dynamics and business... Sample PDF
Requirements for Agile/Virtual Enterprise Intetgration
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Chapter 5
Maria Manuela Cunha, Goran D. Putnik
A review of VE integration-related literature reveals that although considerable research has been undertaken focusing on selection of cooperation... Sample PDF
The Proposal of a Market of Resources
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Chapter 6
Maria Manuela Cunha, Goran D. Putnik
“The introduction of reliable, low-cost electronic computers into the economy was the most revolutionary technical innovation of the twentieth... Sample PDF
Information and Communication Technologies: Current Developments
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Chapter 7
Maria Manuela Cunha, Goran D. Putnik
Since the mid-nineties, a considerable number of research and development projects and industrial initiatives have been undertaken to define... Sample PDF
Traditional Technologies to Support Agile/Virtual Enterprise Integration
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Chapter 8
Maria Manuela Cunha, Goran D. Putnik
This chapter presents a complete specification of the Market of Resources, to allow a complete understanding of how is this environment able to... Sample PDF
The Organizational Model for a Market of Resources
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Chapter 9
Maria Manuela Cunha, Goran D. Putnik
In earlier chapters we have presented the main information and communication technologies and applications that can be used to implement... Sample PDF
Development o the Market of Resources
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Chapter 10
Performance Analysis  (pages 308-345)
Maria Manuela Cunha, Goran D. Putnik
Chapter VII discussed how traditional Internet-based technologies could support Agile/Virtual Enterprise integration. Chapter VIII presented the... Sample PDF
Performance Analysis
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Chapter 11
Maria Manuela Cunha, Goran D. Putnik
Electronic Marketplaces (e marketplaces) appear to be a promising solution to B2B e-commerce, however its role, as well as the role of other... Sample PDF
Market of Resources: Exploitation and Future Trends
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About the Authors