Market of Resources for Agile/Virtual Enterprise Integration

2005 ◽  
pp. 1891-1898 ◽  
Author(s):  
Maria Manuela Cunha ◽  
Goran D. Putnik
Keyword(s):  
Business Processes ◽  
Virtual Enterprise ◽  
Competitive Advantages ◽  
Enterprise Integration ◽  
Economic Context ◽  
Main Requirement ◽  
Fast Change ◽  
Strong Competition ◽  
Definition Of ◽  
Available Resources

Fast change, uncertainty, and strong competition are challenges of the actual worldwide economic context. Competitiveness is a main requirement of enterprises, whose satisfaction requires the definition of new organisational concepts, with extremely high performances that are strongly time-oriented while highly focused on cost and quality. Several factors appear as supreme factors of competitiveness: (1) the organisations’ capability to achieve and explore competitive advantages in synergy, by using or integrating the optimal available resources for the functions that the organisation undertakes; (2) the capability of fast adaptability to the market; together with (3) the capability of managing all business processes independently of distance, to be achieved through the recent virtual enterprise (VE) organisational models (Cunha & Putnik, 2002; Cunha, Putnik, & Ávila, 2000).

One Method for Design of Narrowband Low-Pass Filters

2005 ◽  
pp. 2185-2193 ◽  
Author(s):  
Gordana Jovanovic-Dolecek ◽  
Javier Diaz-Carmona
Keyword(s):  
Business Processes ◽  
Virtual Enterprise ◽  
Competitive Advantages ◽  
Economic Context ◽  
Main Requirement ◽  
Fast Change ◽  
Low Pass ◽  
Strong Competition ◽  
Definition Of ◽  
Low Pass Filters

Fast change, uncertainty, and strong competition are challenges of the actual worldwide economic context. Competitiveness is a main requirement of enterprises, whose satisfaction requires the definition of new organisational concepts, with extremely high performances that are strongly time-oriented while highly focused on cost and quality. Several factors appear as supreme factors of competitiveness: (1) the organisations’ capability to achieve and explore competitive advantages in synergy, by using or integrating the optimal available resources for the functions that the organisation undertakes; (2) the capability of fast adaptability to the market; together with (3) the capability of managing all business processes independently of distance, to be achieved through the recent virtual enterprise (VE) organisational models (Cunha & Putnik, 2002; Cunha, Putnik, & Ávila, 2000).

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.

Market of Resources

2010 ◽  
pp. 899-905
Author(s):  
Maria Manuela Cunha ◽  
Goran D. Putnik
Keyword(s):  
Virtual Enterprise ◽  
Optimal Solutions ◽  
Organizational Model ◽  
Enterprise Integration ◽  
Fast Change ◽  
Market Requirements ◽  
Selection Of

In the actual context of fast change, uncertainty, and competition, one of the most important factors of competitiveness is the organizations’ capability of fast adaptability to the market, which implies the ability of flexible access to the optimal resources (products, operations, services) for each of the functions that the organization undertakes in order to produce a product that meets the market requirements. This factor, together with the capability to manage all business and manufacturing functions, independently of distance, is achieved through the emerging agile/virtual enterprise (A/VE) organizational model, a particular case of the virtual enterprise organizational model. Partners (resources providers) search, negotiation, selection of optimal solutions, establishment of contracts and integration of the A/VE, enforcement of contracts, and so forth are complex and risky activities required by this model (see the articles “Market of Resources for Virtual Enterprise Integration” and “Market of Resources: Cost and Effort Model” in this publication).

COMPANY COMPETITIVENESS AND COMPETITIVE ADVANTAGES IN TOURISM AND HOSPITALITY

2007 ◽  
Vol 14 (1) ◽  
pp. 37-50
Author(s):  
Vinka Cetinski ◽  
Ines Milohnić
Keyword(s):  
Qualitative Research ◽  
Business Processes ◽  
Competitive Advantages ◽  
Competitive Strategies ◽  
Paper Model ◽  
Tourism And Hospitality ◽  
A Company ◽  
Principal Task ◽  
Available Resources

Connection between competitive strategies and competitive advantages is described in details in this paper. Model of the research is located on the company level in tourism and hospitality. Applicative basis of the paper is founded on the Diamond of Competitiveness (Case Study) usage and is based on the qualitative research of small entrepreneurship in tourism and hospitality. The fact that every strategy is based on creating and sustaining competitive advantages implies that the principal task of company management is shaping company’s competitive advantages. Management uses its knowledge, controls available resources and manages business processes and events of a company in tourism and hospitality.

scholarly journals Benchmarking as a Tool for Providing Analytical Support to Mortgage Lending Operations of a Bank

2019 ◽  
Vol 84 (1) ◽  
pp. 91-99
Author(s):  
O. B. Hamkalo ◽  
K. S. Demkiv
Keyword(s):  
Business Processes ◽  
Banking Sector ◽  
Mortgage Lending ◽  
Competitive Advantages ◽  
Positive Experience ◽  
Monitoring And Control ◽  
Bank Monitoring ◽  
Definition Of ◽  
Time Required ◽  
And Control

The essence of benchmarking is investigated and questions of its organization in the course of mortgage lending operations in the bank are considered as one of the most effective modern tools for improvement of work and achievement of competitive advantages in the field of mortgage lending. Taking into account the specifics of banking operations in the banking sector, benchmarking can be considered as a process for comparing the Bank’s services and business processes with the products of services and business processes of leading banks, best lenders, partners in order to borrow better practices in mortgage operations and their adaptation for obtaining competitive advantages in the market of mortgage banking services. The classification signs of benchmarking of mortgage lending are singled out and systematized, which will enable the management of banks to purposefully apply the methodology of studying and introducing the positive experience of competitors, partners and other organizations, as well as promoting the innovative development of credit organizations, and in the future, specialized mortgage banks in Ukraine. It is determined that the choice of the type of benchmarking depends on: the goals, goals and objectives set by the banks; ability to obtain the information and analysis necessary for comparison; the necessary financial, human resources, information, technological and other resources, as well as the experience of the workers and the time required for its implementation. In order to improve the process of mortgage lending, the Bank proposes the following procedure for the introduction of a benchmarking procedure: the identification of areas to be improved, that is, objects of benchmarking, based on the results of the analysis of the state of mortgage lending in a bank; definition of the basic criteria of comparative analysis; search for benchmarking benchmarks; collection and processing of information; development of recommendations and their introduction into the policy of mortgage lending in the bank; monitoring and control over the implementation of decisions on problem solving. This creates the preconditions for using the positive experience of leading banks in the field of mortgage lending and forms the appropriate principles for developing a strategy for further development of the bank. It is substantiated that the use of benchmarking in the activities of banks in relation to mortgage lending is a powerful tool in the context of global competition, and its implementation in the organization of economic analysis of mortgage lending operations of banks will allow for a higher level of application of mortgage opportunities.

Economic Mechanism for Managing the Communication Business Process of Industrial Enterprises in the Context of Globalization

2020 ◽  
pp. 63-73
Author(s):  
Konstyantyn Yu. Zavrazhnyi
Keyword(s):  
Economic Policy ◽  
Corporate Culture ◽  
Business Processes ◽  
Market Competition ◽  
Effective Interaction ◽  
Psychological Impact ◽  
Foreign Economic Policy ◽  
Economic Mechanism ◽  
Industrial Enterprises ◽  
Definition Of

The paper provides a definition of the economic mechanism for managing the communication business processes of industrial enterprises in the context of globalization as a set of a system of relations, authorities, forms and methods of organization and operation, which are regulated by legal and other norms of activity and provide effective interaction in internal and external environments. This allows to deepen the understanding of the essence in the context of globalization under the orientation towards communication (we mean interaction first of all). The composition of the comprehensive economic mechanism for managing the communication business processes of industrial enterprises is studied. This mechanism includes organizational, economic, legal, political, technical and technological, market, production, social, motivational, adaptive and communication submechanisms. This allows further formalization of the process of elemental improvement of the communication business processes of industrial enterprises. The components of mechanism are detailed. In particular, the economic submechanisms include the mechanisms of profits distribution, economic stimulus, financial, equity, investment and reinvestment in development and other mechanisms. The legal submechanisms include the mechanisms, which govern communication and professional legal relations. Organizational submechanisms include structural mechanisms, administrative and information mechanisms that ensure the development and modernization of communication activities at the enterprise, its information security. Political submechanisms include mechanisms of information policy, social and economic policy and foreign economic policy. Market submechanisms include the ones of market competition, demand and supply, etc. Social submechanisms include the ones of transparency of doing business, social responsibility, social and psychological impact, etc. Production submechanisms include the following ones: resource, implementation of new types of software and hardware and other. Technical and technological submechanisms include the ones of scientific and technological progress, technological updates. Motivational submechanisms include the mechanisms of material and non-material incentives of personnel. Adaptive submechanisms are the submechanisms of innovative development (including implementation of innovations in information field), managing the personnel potential, etc. Communication submechanisms include the ones of information-and-analytical activities (including research conducting); external communications (including the system of integrated communications tools, modern telecommunications and communications facilities); internal communications (including creating corporate culture). Key words: economic mechanism, submechanisms, management, communications, business processes, industrial 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.

PROBLEMS AND PRIORITY AREAS FOR APPLYING DIGITAL TECHNOLOGIES IN RUSSIAN AGRICULTURE

2020 ◽  
Vol 10 (7) ◽  
pp. 1390-1398
Author(s):  
M A. Bryzgalina ◽  
Keyword(s):  
Mobile Communications ◽  
Business Processes ◽  
Agricultural Sector ◽  
Digital Technologies ◽  
Digital Economy ◽  
Economic Activities ◽  
Agricultural Enterprises ◽  
Livestock Breeding ◽  
Rational Version ◽  
Definition Of

This paper discusses the implementation of digital technologies in the production sector and business processes of agricultural enterprises in Russia. Implementation of digitalization into the economic entities’ business activity is necessary in order not only to increase the speed of their functioning several times, but also to open up new, broader opportunities for their development in the future. Currently, in the Russian Federation, the main leaders in the development of digital technologies are, first of all, IT companies, as well as organizations operating in the field of media, finance and insurance. The level of digitalization in the real sector of the economy is significantly lower, while the agricultural sector is in last place for this indicator. This article reflects the prerequisites for the development of the digital economy in the world, which include the automation of production technologies and business processes, as well as penetration into the social sphere of the countries of the global Internet and mobile communications. The author considered a number of interpretations of the concept of “digital economy”, of which, in her opinion, the most rational version of the definition of the term under consideration was selected. Within the framework of the study, the prerequisites for the effective implementation of innovative technologies in the economic and social spheres of enterprises’ activities were determined, and the main factors and conditions for the developing digital system of a particular country were established. In the presented work, the author identified a number of modern key problems that significantly impede the introduction of digital technologies in the production and economic activities of economic entities of Russia, especially in the field of agriculture. At the same time, quite popular and widespread advanced technologies are indicated, which are currently being successfully implemented in promising agricultural organizations of the country. With regard to the branches of agriculture in Russia, namely crop and livestock breeding, the most expedient areas for the introduction of advanced digital technologies into the business processes of agricultural enterprises are presented.

COMPETITIVE STRATEGIES FOR INNOVATION AND INVESTMENT DEVELOPMENT OF AGRICULTURAL PRODUCTION ENTITIES

2019 ◽  
Vol 4 (4) ◽  
pp. 411-418
Author(s):  
Anna Orel
Keyword(s):  
Agricultural Production ◽  
Competitive Advantages ◽  
Competitive Strategies ◽  
Agricultural Producers ◽  
The Sustainable Development ◽  
Five Elements ◽  
Definition Of ◽  
Sustainable Competitive Advantages ◽  
Innovative Orientation

Introduction. Ensuring the sustainable development of domestic agricultural producers involves achieving and maintaining a sufficient level of economic efficiency and competitiveness for the implementation of expanded reproduction. This, first of all, implies the formation of an appropriate level of competitiveness through the creation of sustainable competitive advantages of products and manufacturers. This process is impossible without attracting investment resources and introducing innovations in order to create competitive advantages, strengthen market positions and increase the level of concentration of productive capital. The latter necessitates a comprehensive strategic planning, which would be based on the innovative orientation of investment activities. The purpose of the article is to form theoretical and methodological and applied principles of competitive strategies formation of innovation and investment development of agricultural production entities. Method (methodology). Methods of comparison, analysis, theoretical and logical generalization are applied in the course of research. The dialectical method of research became the methodological basis. Results. The author’s vision of the definition of “competitive strategy” is offered in the article. The classification of competitive strategies is developed. A model of a strategic rhombus is proposed as a theoretical basis for determining areas for improving the mechanisms of managing the competitiveness of agribusiness entities, which includes five elements: arena; conductor; differentiators; sequence; economic logic. The proposals of applied character concerning realization of competitive strategies of innovative-investment development of subjects of agricultural production are substantiated. Key words: competitive strategies, subjects of agricultural production; innovation and investment development; competitiveness management.

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