Formation of dynamic virtual enterprises and enterprise networks

Sarı, Burak; Sen, Tayyar; Kılıç, S. Engin

doi:10.1007/s00170-006-0688-y

Cited by 25 publications

(9 citation statements)

References 9 publications

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“…Während auf unterster Stufe Zusammenarbeit ohne technische Unterstützung und lediglich bilateral erfolgt, ist es auf höchster Stufe möglich, in Teams zusammenzuarbeiten, Dokumente parallel zu editieren und eng vernetzt innerhalb eines erweiterbaren Netzwerkes (B2B oder B2C) zu arbeiten. Dabei entsteht eine Art "virtuelle soziale Welt" (Geyer und Krumay 2015), in der sich kollaborative Arbeitsprozesse vollständig digital abbilden und ausführen lassen und die Kompetenzen aller Beteiligten strategisch gebündelt werden können (Sari et al 2007…”

Section: Das Reifegrademodell Social Businessunclassified

Social Business Transformation

Zinke-Wehlmann

Friedrich

Wölke

2020

Gestaltung Vernetzt-Flexibler Arbeit

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ZusammenfassungUnternehmen haben das Potenzial von Social Media im Hinblick auf Marketing und Kundenbindung lange erkannt. Zunehmend werden soziale Netzwerke und Technologien inzwischen auch unternehmensintern sowie in der überbetrieblichen Kommunikation eingesetzt. Diese sind elementare Bestandteile des Konzeptes Social Business. Social Business ist als Strategie oder Rahmenwerk zu verstehen, welche(s) einen sozialen, ökologischen oder ökonomischen Nutzen aus dem Einsatz digitaler sozialer Netzwerke generiert. Dieser Ansatz bietet insbesondere für die Gestaltung kollaborativer Arbeitsprozesse erhebliches Potenzial. Um Unternehmen bei der Umsetzung dieses Konzeptes zu unterstützen, werden im vorliegenden Beitrag methodische und technische Möglichkeiten aufgezeigt, um digitale Kollaboration bedarfsorientiert und zielgerichtet zu etablieren. Dies geschieht auf Basis eines eigens entwickelten Reifegradmodells. Anhand eines exemplarischen Anwendungsfalles, welcher sich auf den Einsatz innerbetrieblicher sozialer Netzwerke zur Unterstützung der Orientierung und Motivation von Mitarbeitende fokussiert, werden konkrete Zielstellungen und Leitlinien erarbeitet und umgesetzt.

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Section: Das Reifegrademodell Social Businessunclassified

Social Business Transformation

Zinke-Wehlmann

Friedrich

Wölke

2020

Gestaltung Vernetzt-Flexibler Arbeit

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“…Please note that, only implementation phase of AHP was presented in this paper. For additional information regarding other stages in setting up and operating VE, the reader should be redirected at [23]. Due to confidential issues, company names are hidden and represented by Interested Partner (IP).…”

Section: Case Studymentioning

confidence: 99%

“…An important contribution in developing VE methodology was made in [1,23], which addresses a new rapid response methodology for the formation of VE, to enable SMEs to co-operate in the distributed manufacturing environment that dramatically saves time and reduces product engineering costs. This methodology assists SMEs desiring to enter into a virtual relationship by defining the functions and interfaces of critical business processes, thus allowing for a more rapid and efficient integration of the expertise which will be contributed by each partner in the virtual company.…”

Section: Developed Ve Systemmentioning

confidence: 99%

Ahp model for the selection of partner companies in virtual enterprises

Sarı

Sen

Kılıç

2007

Int J Adv Manuf Technol

Self Cite

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Rising product variety and complexity, shorter time frames to respond, and the continual need to gain new capabilities through innovativeness force the trend of outsourcing to be replaced by strategic alliances, where enterprises or individuals work together towards a common goal and share their responsibilities as well as their profits. Recent developments in information technology have enabled relatively inexpensive, reliable and fast networking to support such alliances in real time. In this context, the virtual enterprise (VE) represents an appropriate cooperation alternative and competitive advantage for the enterprises. VE is a temporary network of independent companiessuppliers, customers, even rivals -linked by information technology (IT) to share skills, costs and access to one another's markets. In this emerging business model of virtual enterprise, the decision support functionality, which addresses issues such as partner company selection, is an important domain to be studied. In this paper, we propose an analytic hierarchy process model to contribute in the selection of the partner companies in the virtual enterprises.A case example is also covered to validate the feasibility of the adoption of the model in virtual enterprise situations.

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“…Information and Communication Technologies can help in improving cooperation among clustered suppliers, making in this way the OEMs further more competitive [5,6]. Several concepts of network enterprises have been discussed in literature: extended enterprises, virtual enterprises, cluster concept, and production networks.…”

Section: Introductionmentioning

confidence: 99%

Order allocation in a multiple suppliers-manufacturers environment within a dynamic cluster

Renna

Perrone

2015

Int J Adv Manuf Technol

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This study faces the problem of how to evaluate order allocation strategies in a multiple suppliersmanufacturers environment within a dynamic industry cluster that is an environment in which suppliers adopt a policy based on their performance to select the clusters in which to operate. Therefore, the allocation strategy performed by the manufacturers is crucial to keep a long-term supply chain partnership with a specific industry cluster. We use simulation to evaluate order allocation strategies under different market conditions. We show how an allocation strategy that takes into account the whole supply chain's perspective leads to a sustainable development of the clusters of suppliers.

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Formation of dynamic virtual enterprises and enterprise networks

Cited by 25 publications

References 9 publications

Social Business Transformation

Social Business Transformation

Ahp model for the selection of partner companies in virtual enterprises

Order allocation in a multiple suppliers-manufacturers environment within a dynamic cluster

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