A systemic methodology via system dynamics for a virtual enterprise architecture constructing wireless payments

2006 ◽  
Vol 1 (3) ◽  
pp. 362
Author(s):  
Nikitas A. Assimakopoulos ◽  
Anastasis N. Riggas ◽  
Konstantinos D. Karropoulos
Keyword(s):  
System Dynamics ◽  
Enterprise Architecture ◽  
Virtual Enterprise

Designing a Virtual Enterprise Architecture using Structured System Dynamics

2006 ◽  
Vol 25 (1) ◽  
pp. 13-29
Author(s):  
Nikitas A. Assimakopoulos ◽  
Anastasios N. Riggas
Keyword(s):  
System Dynamics ◽  
Enterprise Architecture ◽  
Business Processes ◽  
Core Competencies ◽  
Virtual Enterprise ◽  
Business Goals ◽  
Starting Point ◽  
Efficient Integration ◽  
Structured System ◽  
The Impact

The starting point for establishing a Virtual Enterprise is a set of existing enterprises which might contribute with some of their functionalities (core competencies) to the formation of the virtual entity. The most important issue, in this formation, is the rapid integration of the business processes of the participating companies. The architecture of the VE must assist companies 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 enterprise. While the integration of computer and communication technologies are no doubt critical issues, the successful attainment of the business goals of the virtual enterprise often depends on its ability to align the business processes and practices of partner enterprises. Focus of this paper, is the presentation of Structured System Dynamics (SSPS) multi-methodology for the design and the evaluation of a Virtual Enterprise Architecture. SSPS uses Systems Thinking and System Dynamics principles as launch pad for its approach. The Systemic Methodologies of Problem Structuring Methodology (PSM) and SAST are also integrated in this new Multi-Methodology. SSPS is a new practical and scientific tool in designing and evaluating a VE architecture providing the ability to determine the impact, reliability, success of the Architectures' models created, refine them and identify potential process improvements. A framework for the rapid and efficient integration of the business processes of the participating companies in the virtual enterprise is provided. For this multi-methodology, a real-life application is also presented for a Virtual Enterprise that constructs Wireless Payment Mechanisms.

Virtual enterprise networks: the fifth element of corporate governance

2001 ◽  
Vol 20 (3) ◽  
pp. 171-188
Author(s):  
Nicholas C. Georgantzas
Keyword(s):  
Corporate Governance ◽  
System Dynamics ◽  
Transaction Cost ◽  
Transaction Cost Economics ◽  
Virtual Enterprise ◽  
Dynamics Simulation ◽  
Enterprise Networks ◽  
Market Uncertainty ◽  
Competitive Edge ◽  
Exchange Governance

Although still flying low under the popular business media's collective radar, virtual enterprise networks (or nets) do receive increased attention in the strategic management literature. A virtual enterprise network (VEN) is a system of autonomous firms that collaborate to achieve common business objectives. VENs give participants a competitive edge in markets demanding agility and rapid response. Seen as an emerging transactional exchange governance (TEG) form within transaction cost economics (TCE), VENs and the relations among firms that form them posit challenges for researchers and managers. VENs differ substantially from markets and hierarchies, and from recurrent and relational contracts, utterly changing what it means to be a firm in today's business. This essay explores alternative TEG forms, their characteristics and the criteria that bear on the choice of corporate governance: flexible specialization, market uncertainty, product (good or service) complexity, reliance on trust, risk, self-organization, shared knowledge, and socio-territorial cohesiveness. The essay offers propositions on the relations among economic criteria and the choice of transactional exchange governance forms by exploring the dynamics of a generic TEG structure. This is a system dynamics simulation model that partially offsets the shortcomings of transaction cost economics (TCE) and points to the potentially rich contribution of system dynamics to exploring VENs beyond the ideal-type TEG forms of markets and hierarchies that dominate the TCE literature.

Towards a Virtual Enterprise Architecture for the Environmental Sector

2008 ◽  
pp. 368-378
Author(s):  
Ioannis N. Athanasiadis
Keyword(s):  
Information Management ◽  
Natural Environment ◽  
Enterprise Architecture ◽  
Service Oriented Architecture ◽  
Virtual Enterprise ◽  
Knowledge Exchange ◽  
Daily Basis ◽  
Environmental Information ◽  
Management Ownership ◽  
Service Oriented

This chapter introduces a Virtual Enterprise architecture for environmental information management, integration and dissemination. On a daily basis, our knowledge related to ecological phenomena, the degradation of the natural environment and the sustainability of human activity impacts, is growing. As a consequence raises the need for effective environmental knowledge exchange and reuse. In this work, a solution among collaborating peers forming a Virtual Enterprise is investigated. Following an analysis of the main stakeholders, a service-oriented architecture is proposed. Technical implementation options, using web-services or software agents, are considered and issues related to environmental information management, ownership and standardization are discussed.

Market of Resources

2010 ◽  
pp. 891-898 ◽  
Author(s):  
Maria Manuela Cunha ◽  
Goran D. Putnik
Keyword(s):  
Enterprise Architecture ◽  
Reference Model ◽  
Virtual Enterprise ◽  
Organizational Model ◽  
Enterprise Integration ◽  
Dynamically Reconfigurable ◽  
Main Requirement ◽  
Business Alignment ◽  
Monitoring And Enforcement ◽  
High Dynamics

Partners search and negotiation, selection, establishment of contracts, virtual enterprise integration, monitoring and enforcement of contracts, and so forth are complex and risky activities required by the virtual enterprise (VE) model. The need to keep a close alignment with the market environment in permanent change implies the high dynamics of the organizations’ structure reconfigurability, introducing a new concept of dynamically reconfigurable global networked structures, traduced by the agile/virtual enterprise (A/VE) organizational model. In the BM_virtual enterprise architecture reference model, Putnik (2001) presents “fast adaptability” or “fast reconfigurability” as the main enabler of business alignment and the main requirement for competitiveness.

Custom-Made Cloud Enterprise Architecture for Small Medium and Micro Enterprises

2011 ◽  
Vol 1 (3) ◽  
pp. 52-63 ◽  
Author(s):  
Promise Mvelase ◽  
Nomusa Dlodlo ◽  
Quentin Williams ◽  
Matthew O. Adigun
Keyword(s):  
Cloud Computing ◽  
Enterprise Architecture ◽  
Virtual Enterprise ◽  
Cost Benefit ◽  
Process Models ◽  
Virtual Enterprises ◽  
Custom Made ◽  
Market Opportunities ◽  
Ict Infrastructure ◽  
Micro Enterprises

Small, Medium, and Micro enterprises (SMMEs) usually do not have adequate funds to acquire ICT infrastructure and often use cloud computing. In this paper, the authors discuss the implementation of virtual enterprises (VE) to enable SMMEs to respond quickly to customers’ demands and market opportunities. The virtual enterprise model is based on the ability to create temporary co-operations and realize the value of a short term business opportunity that the partners cannot fully capture on their own. The model of virtual enterprise is made possible through virtualisation technology, which is a building block of cloud computing. To achieve a common goal, enterprises integrate resources, organisational models, and process models. Through the virtual business operating environment offered by cloud computing, the SMMEs are able to increase productivity and gain competitive advantage due to the cost benefit incurred. In this paper, the authors propose a virtual enterprise enabled cloud enterprise architecture based on the concept of virtual enterprise at both business and technology levels. The business level comprises of organisational models, process models, skills, and competences whereas the technology level comprises of IT resources.

BM_Virtual Enterprise

2011 ◽  
pp. 124-144 ◽  
Author(s):  
Goran D Putnik ◽  
Maria M. Cunha ◽  
Rui Sousa ◽  
Paulo Avila
Keyword(s):  
Formal Specification ◽  
Basic Concept ◽  
Enterprise Architecture ◽  
Reference Model ◽  
Virtual Enterprise ◽  
Point Of View ◽  
Dynamically Reconfigurable ◽  
Definition Of ◽  
Structural Aspects

BM_virtual enterprise (BM_VE) is a virtual enterprise (VE) in a total or partial conformance with the BM_virtual enterprise architecture reference model (BM_VEARM). BM_VE is a kind of VE characterized as a dynamically reconfigurable network integrated over the global domain, satisfying the requirements for integrability, distributivity, agility, and virtuality as competitiveness factors. BM_VE uses three main mechanisms, or tools: market of resources, broker, and virtuality. This chapter presents the three fundamental mechanisms for the VE reconfiguration dynamics and virtuality; introduces the basic concept of the BM_VEARM, which serves as the conceptual and formal base for building BM_VE instances; shows the formal specification and theory of the structural aspects of the BM_VE as well as some aspects of the BM_VE reconfiguration dynamics; presents the BM_VE as an agile/virtual enterprise (A/VE); and finally, describes some important consequences of virtuality in BM_VE, i.e., that the BM_VE structure is hierarchical, a new definition of the VE (in which the network as the VE characteristic is irrelevant from the operational unit’s point of view), and the process of a “traditional” enterprise virtualization.

Custom-Made Cloud Enterprise Architecture for Small Medium and Micro Enterprises

2013 ◽  
pp. 205-217
Author(s):  
Promise Mvelase ◽  
Nomusa Dlodlo ◽  
Quentin Williams ◽  
Matthew O. Adigun
Keyword(s):  
Cloud Computing ◽  
Enterprise Architecture ◽  
Virtual Enterprise ◽  
Cost Benefit ◽  
Process Models ◽  
Virtual Enterprises ◽  
Market Opportunities ◽  
Ict Infrastructure ◽  
The Cost ◽  
Micro Enterprises

Small, Medium, and Micro enterprises (SMMEs) usually do not have adequate funds to acquire ICT infrastructure and often use cloud computing. In this paper, the authors discuss the implementation of virtual enterprises (VE) to enable SMMEs to respond quickly to customers’ demands and market opportunities. The virtual enterprise model is based on the ability to create temporary co-operations and realize the value of a short term business opportunity that the partners cannot fully capture on their own. The model of virtual enterprise is made possible through virtualisation technology, which is a building block of cloud computing. To achieve a common goal, enterprises integrate resources, organisational models, and process models. Through the virtual business operating environment offered by cloud computing, the SMMEs are able to increase productivity and gain competitive advantage due to the cost benefit incurred. In this paper, the authors propose a virtual enterprise enabled cloud enterprise architecture based on the concept of virtual enterprise at both business and technology levels. The business level comprises of organisational models, process models, skills, and competences whereas the technology level comprises of IT resources.

Custom-Made Cloud Enterprise Architecture for Small Medium and Micro Enterprises

2012 ◽  
pp. 589-601 ◽  
Author(s):  
Promise Mvelase ◽  
Nomusa Dlodlo ◽  
Quentin Williams ◽  
Matthew O. Adigun
Keyword(s):  
Cloud Computing ◽  
Enterprise Architecture ◽  
Virtual Enterprise ◽  
Cost Benefit ◽  
Process Models ◽  
Virtual Enterprises ◽  
Market Opportunities ◽  
Ict Infrastructure ◽  
The Cost ◽  
Micro Enterprises

Small, Medium, and Micro enterprises (SMMEs) usually do not have adequate funds to acquire ICT infrastructure and often use cloud computing. In this paper, the authors discuss the implementation of virtual enterprises (VE) to enable SMMEs to respond quickly to customers’ demands and market opportunities. The virtual enterprise model is based on the ability to create temporary co-operations and realize the value of a short term business opportunity that the partners cannot fully capture on their own. The model of virtual enterprise is made possible through virtualisation technology, which is a building block of cloud computing. To achieve a common goal, enterprises integrate resources, organisational models, and process models. Through the virtual business operating environment offered by cloud computing, the SMMEs are able to increase productivity and gain competitive advantage due to the cost benefit incurred. In this paper, the authors propose a virtual enterprise enabled cloud enterprise architecture based on the concept of virtual enterprise at both business and technology levels. The business level comprises of organisational models, process models, skills, and competences whereas the technology level comprises of IT resources.

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