2014
DOI: 10.1080/00207543.2014.986301
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Stochastic partner selection for virtual enterprises: a chance-constrained approach

Abstract: A virtual enterprise (VE) is a temporary organisation that pools the core competencies of its member enterprises in order to exploit fast-changing market opportunities. Making successful collaborative partnerships is, in this context, a major challenge in today's competitive business environments. The success of such a 'virtual' organisation is strongly dependent on its composition, and the selection of partners becomes therefore a crucial issue. This problem is particularly difficult because of the uncertaint… Show more

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Cited by 13 publications
(7 citation statements)
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“…Further, the designed framework provides analytical solutions and can be used as an effective tool in selecting network alternatives according to the managerial requirements. Crispim et al (2015) advocate that the success of a virtual enterprise depends on its composition, and the selection of partners. These authors remark the inherent difficulty in this last decision, which is due to the uncertainties related to information, market dynamics, customer expectations, and technology speed-up, with a strongly stochastic decision-making context.…”
Section: Applications In Competitive Marketsmentioning
confidence: 99%
“…Further, the designed framework provides analytical solutions and can be used as an effective tool in selecting network alternatives according to the managerial requirements. Crispim et al (2015) advocate that the success of a virtual enterprise depends on its composition, and the selection of partners. These authors remark the inherent difficulty in this last decision, which is due to the uncertainties related to information, market dynamics, customer expectations, and technology speed-up, with a strongly stochastic decision-making context.…”
Section: Applications In Competitive Marketsmentioning
confidence: 99%
“…e research framework of the existing VE partner selection indicators is relatively simple, such as the evaluation based on business process proposed by Guo et al [4], simple indicators such as cost, cycle, trust, risk, and quality proposed by Ye and Li [21], or the main indicators such as innovation performance, cost, and estimated completion probability [22]. Crispim et al [23] proposed a chance-constrained approach to rank alternative VE configurations in business environments with uncertainty, and vague and random information. With the gradual improvement of the evaluation method, the construction of the VE partner selection index system tends to be comprehensive.…”
Section: Criteria For Ve Partner Selectionmentioning
confidence: 99%
“…Outsourcing has to achieve cost, quality and production efficiency for achieving and maintaining competitive advantage (Wang, Chen, and Wang 2010;Lin and Chen 2015). According to Dyer and Nobeoka (2000), this competitiveness is possible only for a network of companies that know how to collaborate to create unique and difficult-to-imitate value, which is difficult in the competitive business of today's environment (Crispim, Rego, and Pinho de Sousa 2015). This is true for supply chains and outsourcing situations alike.…”
Section: Introductionmentioning
confidence: 98%
“…Yang et al (2007) observed that outsourcing is not a simple make or buy decision. It is often a strategic decision as it can achieve competitive advantage for the focus firm with product or service-related effectiveness and efficiency (Spekman, Kamauff, and Spear 1999;Crispim, Rego, and Pinho de Sousa 2015). Outsourcing refers to the continued supply of services or goods by a vendor or subsidiary firm (Linder 2004).…”
Section: Introductionmentioning
confidence: 99%