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

By Goran Putnik Goran D. Putnik

Agile/virtual company (A/VE) is noticeable as a brand new and such a lot complicated organizational paradigm, and is predicted to function a motor vehicle in the direction of a continuing ideal alignment of the company in the marketplace. Agile digital agencies: Implementation and administration help addresses A/VE as a hugely dynamic, reconfigurable agile community of self reliant organizations sharing all assets, together with wisdom, marketplace, and buyers; utilizing particular organizational architectures that introduce the agencies precise digital environments.

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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. 73-93). UK: Elsevier Science. Putnik, G. D. (2002). Part I - Towards an OPIM system: Manufacturing SME organization for the future.

Martin, S. A. (1999). S. automotive supply chain (RTI Project Number 7007-03 - Final Report). NC: Research Triangle Institute. Byrne, J. A. (1993). The virtual corporation: The company of the future will be the ultimate in adaptability. Business Week, 98-103. Clemons, E. , Hitt, L. , & Snir, E. (2000). A risk analysis framework for information technology outsourcing (Working Paper). Pennsylvania: University of Pensylvania. Coase, R. (1937). The nature of the firm. Economica, 4, 386-405. Cunha, M.

Franke (2001) identifies two major driving forces towards these virtual organization or virtual enterprise concepts: 1. The changing market conditions: Consumers are demanding more specialized products, which leads to a broader product range that companies have to develop and produce; companies have to tailor their output according to individual customer wishes, with the effect that the complexity across all organizational functions increases; specialization and individualization of products leads to shorter production cycles, which in turn increases the investment and cost of R&D, production, and sales; another influential market change is the internationalization of markets and the globalization of competition.

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