The Typed Domain - a Recipe for Creating Virtual Enterprises

Hoffner, Yigal; Field, Simon; Facciorusso, Christian

doi:10.1007/1-4020-8139-1_6

Cited by 4 publications

(2 citation statements)

References 5 publications

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“…This may mean, for example, creating proofs of concepts, service level agreements, quality of service, intellectual property rights ownership, and the ownership of assets in advance on a contractual basis. • Finally, a process of devising a road map for the firms to change and of getting the neces-sary people involved on a regular basis in evaluating the viability of business models from different perspectives (Hoffner et al, 2004).…”

Section: Change Processesmentioning

confidence: 99%

The Role of Business Models in Developing Business Networks

Heikkilä

Tinnilä²

2008

Electronic Commerce

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Electronic commerce : concepts, methodologies, tools and applications / Annie Becker, editor.p. cm. Summary: "This collection compiles a critical mass of top research--nearly 300 chapters from upwards of 400 of the world's leading experts--to provide libraries with a landmark, four-volume reference to meet research needs in the many disciplines impacted by these far-reaching topics. This collection covers topics including mobile commerce, virtual enterprises, business-to-business applications, Web services, and enterprise methodologies"--Provided by publisher.Includes bibliographical references and index. 221Chapter 2.4The Role of Business Models in Developing Business Networks Jukka Heikkilä University of Jyväskylä, Finland Marikka Heikkilä University of Jyväskylä, Finland Markku Tinnilä Helsinki School of Economics, FinlandCopyright © 2008, IGI Global, distributing in print or electronic forms without written permission of IGI Global is prohibited. AbstrActBusiness models have received a substantial amount of interest recently. Also, various research studies have discussed business models, especially in the context of a single company operating in mass markets. Unfortunately, these models often are not applicable for complex products or services that build on long-term knowledge about customer tastes, facilities, and skills. Especially on global markets, the asset specificity and vast geographical distances make it difficult for any single company to provide this kind of service cost-efficiently on a large scale. Instead, it calls for cooperation among multiple firms. Creation of a joint business model for a collaborative network is a necessary means by which companies can coordinate cooperation in practice. The CSOFT metamodel proposed in this chapter provides guidance for joint business model development by emphasizing customer relationship and adjustment processes needed within the network.

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Section: Change Processesmentioning

confidence: 99%

The Role of Business Models in Developing Business Networks

Heikkilä

Tinnilä²

2008

Electronic Commerce

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“…Paszkiewicz and Picard [8] proposed a collaborative methodology within ECOLEAD project referred as Virtual Organization Breeding Methodology (VOBM) that defines the structure of VBE and VO architectures in a service-oriented environment, as well as an architecture development method for virtual organizations (ADM4VO). A metamethodology concept articulated by Noran [9] can be defined as a method on how to produce methods for various collaborative networked organizations (CNOs) or CNO types whereas; Hoffner et al [10] proposed a concept of typed domain, which helps establish successful relationships between partner organizations and simplify the negotiation between potential partners.…”

Section: Introductionmentioning

confidence: 99%

Non-hierarchical Collaboration in Dynamic Business Communities

Shamsuzzoha

Kankaanpaa

Helo

et al. 2010

IFIP Advances in Information and Communication Technology

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Abstract.A business community where communication can be streamlined, information shared and trust can be built can be considered as a collaborative network promoting SMEs long term sustainability by assuring quick response, fast time to market, differentiated offerings and competitive prices. This collaboration could be orchestrated both in hierarchical and non-hierarchical forms depending on the firms size, capacity and objectives. In this research, we have considered non-hierarchical networking among firms, especially for small and medium sized enterprises (SMEs), where the basic requirements are related with choosing appropriate business partners, building trust and sharing valuable information among them. In order to articulate the concept of this nonhierarchical collaboration, six pilot SMEs were analyzed and a methodological approach to manage these environments is proposed. A generic overview of different variables or factors necessary to build such business collaboration are presented and discussed critically in this study.

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Investigating structural settings of Virtual Organizations

Gruber

Noster²

2005

2005 IEEE International Technology Management Conference (ICE)

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The theory about Virtual Organizations (V Os) is well advanced and provides numerous concepts and classifications.Although several empirical studies had been carried out during the last 15 years, qualitative research has often been disregarded. This research aims to deliver insight of internal structures of VOs by analysing real world VOs following a qualitative approach. The analysis confirms that in practise the structural dimensions of VOs differ widely and that there is no general structural setting that can guarantee the success of aVO.

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The Typed Domain - a Recipe for Creating Virtual Enterprises

Cited by 4 publications

References 5 publications

The Role of Business Models in Developing Business Networks

The Role of Business Models in Developing Business Networks

Non-hierarchical Collaboration in Dynamic Business Communities

Investigating structural settings of Virtual Organizations

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