Download Agile Virtual Enterprises: Implementation and Management by Goran Putnik Goran D. Putnik PDF

By Goran Putnik Goran D. Putnik

Agile/virtual firm (A/VE) is obvious as a brand new and such a lot complicated organizational paradigm, and is predicted to function a car in the direction of a continuing excellent alignment of the company in the industry. Agile digital organizations: Implementation and administration aid addresses A/VE as a hugely dynamic, reconfigurable agile community of autonomous corporations sharing all assets, together with wisdom, industry, and buyers; utilizing particular organizational architectures that introduce the agencies real digital environments.

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In Chapter IV, we propose alignment strategies between business (market opportunities) and the integration of resources in an A/VE, to answer to a market opportunity, supported by the environment of a Market of Resources. Reconfigurability is a requirement the new organisational models must present to keep the enterprise aligned with the market opportunities. The new enterprise organisation models are not static, and the fast reconfigurability previously mentioned must happen within a minimum setup time, without disruption.

New York: Oxford University. Petrie, C. ). (1992). Enterprise integration modeling. Boston: MIT Press. Prahalad, C. , & Hamel, G. (1990). The core competence of the corporation. Harvard Business Review, 68(3), 79-91. Putnik, G. D. (1997). Towards OPIM system. In M. A. Younis & S. ), Proceedings of the 22nd International Conference on Computers and Industrial Engineering (pp. 675-678). Cairo. Putnik, G. D. (2000). BM_Virtual enterprise architecture reference model. In A. ), Agile manufacturing: 21st century manufacturing strategy (pp.

Williamson refers to these as hybrid organizations, whereas more recently other authors use terms such as network, virtual organization, extended enterprise, etc. It is recognized that the value chain in modern economies is characterized by inter-firm specialization such that individual firms engage in a narrow range of activities that are embedded in a complex chain (Dyer, 1997). As Browne et al. (1995) suggest, manufacturing systems can no longer be seen in isolation; they must be seen in the context of the total business and the linkages from the supplier chain forward into the distribution and customer chain.

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