Applying a Core Competencies Approach in Virtual Enterprise Formation

2011 ◽  
pp. 213-228
Author(s):  
Carlos Frederico Bremer ◽  
Jairo Eduardo Moraes Siqueira ◽  
Luis Fernando Moraes Marques
Keyword(s):  
Strategic Planning ◽  
Core Competencies ◽  
Virtual Enterprise ◽  
Practical Case ◽  
Formation Stage ◽  
New Process

The process of core competencies identification has been incorporated by the enterprises within strategic planning. The virtual enterprise, which is a form of cooperation between enterprises, is one of the most benefited with this new process, mainly in its formation stage. The identified core competencies, which are deployed in products, process and technology, may support a more agile gathering of the virtual enterprise partners. This chapter presents a method to identify core competencies, supported by a practical case of successful virtual enterprise formation, where the method was applied and validated.

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.

Environments for VE Integration

2010 ◽  
pp. 1020-1029
Author(s):  
Maria Manuela Cunha
Keyword(s):  
Best Practices ◽  
Core Competencies ◽  
Virtual Enterprise ◽  
Market Opportunity ◽  
Competitive Response ◽  
Maximum Performance ◽  
Business Alignment ◽  
Market Requirements ◽  
Operation Phase ◽  
Collaborative Outsourcing

Most definitions of virtual enterprise (VE) incorporate the idea of extended and collaborative outsourcing to suppliers and subcontractors in order to achieve a competitive response to market demands (Webster, Sugden, & Tayles, 2004). As suggested by several authors (Browne & Zhang, 1999; Byrne, 1993; Camarinha- Matos & Afsarmanesh, 1999; Cunha, Putnik, & Ávila, 2000; Davidow & Malone, 1992; Preiss, Goldman, & Nagel, 1996), a VE consists of a network of independent enterprises (resources providers) with reconfiguration capability in useful time, permanently aligned with the market requirements, created to take profit from a specific market opportunity, and where each participant contributes with her best practices and core competencies to the success and competitiveness of the structure as a whole. Even during the operation phase of the VE, the configuration can change to assure business alignment with the market demands, traduced by the identification of reconfiguration opportunities and constant readjustment or reconfiguration of the VE network to meet unexpected situations or to keep permanent competitiveness and maximum performance (Cunha & Putnik, 2002, 2005a, 2005b)

Quality management framework for a virtual enterprise network: a multi‐agent approach

2003 ◽  
Vol 13 (4) ◽  
pp. 300-309 ◽  
Author(s):  
H.C.W. Lau ◽  
Christina W.Y. Wong ◽  
Eric W.T. Ngai ◽  
I.K. Hui
Keyword(s):  
Core Competencies ◽  
Virtual Enterprise ◽  
Enterprise Networks ◽  
Key Factors ◽  
Enterprise Network ◽  
Management Framework ◽  
Agent Model ◽  
Geographically Dispersed ◽  
Multi Agent ◽  
To Come

Globalization and the borderless marketplace have created an opportunity for companies to come together to work on projects that could otherwise not be completed through the efforts of one or two companies acting independently. The formation of virtual enterprise networks combines the advantages of the various core competencies of members of the network to deliver customer satisfaction. Virtual enterprise networks consist of several firms that can be geographically dispersed, and that might be technically disparate in terms of system platforms. Coordination among members of the network and the the transfer of quality products and services among members of the network are the key factors in achieving success. The proposed framework presented in this paper utilizes a multi‐agent model to monitor quality within a virtual enterprise network to ensure that the processes among members run smoothly and efficiently.

EMERGING WITH ALLIES: THE ROLE OF TOP MANAGEMENT STRATEGIC CONGRUENCE IN THE CREATION OF INTER-FIRM RELATIONSHIPS

2004 ◽  
Vol 12 (01) ◽  
pp. 35-53 ◽  
Author(s):  
JILL KICKUL ◽  
ELIZABETH BELGIO ◽  
MATT GREEN
Keyword(s):  
Strategic Planning ◽  
Strategic Alliances ◽  
Core Competencies ◽  
Entrepreneurial Firms ◽  
Technology Infrastructure ◽  
Operational Effectiveness ◽  
Product Service ◽  
Internal Core ◽  
Entrepreneurial Growth

As new and enabling technologies allow for the opening of market and resource opportunities in many industries, the importance of building and developing inter-firm alliances has become a business necessity. Entrepreneurial firms that are able to define their internal core competencies and strategies as well as work side-by-side with complementary partners may be able to exploit many of the opportunities existing in the marketplace. Moreover, those firms able to continuously improve their businesses and competencies as well as their alliance structure will also be at an advantage in meeting the next new opportunity. The purpose of this paper is to examine the value realized from strategic alliances in terms of product/service innovations, future strategic planning, and technology infrastructure advantages. By utilizing strategic alliances, entrepreneurial growth in terms of external capabilities as well as operational effectiveness may be realized.

Management Solutions in Non-Profit Organizations

2017 ◽  
pp. 1-22
Author(s):  
Zlatko Nedelko ◽  
Vojko Potocan
Keyword(s):  
Strategic Planning ◽  
Core Competencies ◽  
Relationship Management ◽  
Customer Relationship ◽  
Balanced Score Card ◽  
Non Profit ◽  
Vision Statements ◽  
Score Card ◽  
Shared Service ◽  
Non Profit Organizations

The main purpose of this chapter is to examine the utilization of management solutions in non-profit organizations in Slovenia and compare their utilization with utilization of solutions in profit oriented organizations. We used 357 answers from employees in Slovenian organizations, where 58 answers were from employees in non-profit organizations. The results reveal that examined management solutions are on average in non-profit organizations less used than in the profit oriented organizations. Significantly less used are for instance benchmarking, customer relationship management, mission and vision statements, balanced score card and shared service centers. In terms of the frequency of management solutions utilization, outsourcing, core competencies and strategic planning are most frequently used in non-profit organizations, and benchmarking, mission and vision statements and outsourcing in profit oriented organizations. At the end the paper outlines management solutions, which have potential to bring substantial benefits for improvement of non-profit organizations' working.

scholarly journals Implementing Curricula To Meet The Needs Of Financial Professionals

2004 ◽  
Vol 1 (10) ◽  
Author(s):  
G. Richard French ◽  
Richard E. Coppage
Keyword(s):  
Strategic Planning ◽  
Common Core ◽  
Core Competencies ◽  
Undergraduate Curriculum ◽  
The Core ◽  
The Future ◽  
The Common ◽  
Future Education ◽  
Current Practices

Major changes in the financial profession warrant assessment of current practices and strategic planning for the future education of such professionals.  This article discusses the core competencies, obtained from numerous studies, of accounting and finance professionals.  After common core competencies are identified for the both accounting and finance professions, the need for change in accounting and finance curricula are discussed.  Next, a combined undergraduate curriculum for both the accounting and finance students, which incorporates the common core competencies, is proposed.  Finally, the authors issue a call for further research.

Understanding the Concept of Strategic Intent

2015 ◽  
Vol 3 (6) ◽  
pp. 114-119
Author(s):  
Mburu S.N ◽  
Thuo J.K
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Core Competencies ◽  
Strategic Intent ◽  
Competitive Edge ◽  
Current Thinking ◽  
Management Leadership ◽  
Emerging Issues ◽  
Conceptual Paper ◽  
Management Theories

This conceptual paper is a review of the concept of strategic intent in relation to the strategic management theories. It reviews literature on strategic management theories stemming from the origin of the word strategic management to the current discussion on strategic intent. The concept of strategic intent inspires the management leadership as the way to bring future into current thinking thus allowing them to reorganize the organization for future competition by developing products, core competencies, systems and relationship that will give them a competitive edge. The paper has identified that strategic intent goes beyond the strategic planning to get a deeper imagination of where the organization should be 10 – 20 years into the future. This article is suggested to be an additional work into the understanding of strategic intent concept as one of the emerging issues in management

scholarly journals Market of Resources for Virtual Enterprise Integration

2010 ◽  
pp. 220-226
Author(s):  
Maria Manuela Cunha ◽  
Goran D. Putnik ◽  
Paulo Silva Ávila
Keyword(s):  
Core Competencies ◽  
Virtual Enterprise ◽  
Market Opportunity ◽  
Competitive Response ◽  
Enterprise Integration ◽  
Maximum Performance ◽  
Business Alignment ◽  
Market Requirements ◽  
Operation Phase ◽  
Collaborative Outsourcing

Most definitions of virtual enterprise (VE) incorporate the idea of extended and collaborative outsourcing to suppliers and subcontractors in order to achieve a competitive response to market demands (Webster, Sugden, & Tayles, 2004). As suggested by several authors (Browne & Zhang, 1999; Byrne, 1993; Camarinha-Matos & Afsarmanesh, 1999; Cunha, Putnik, & Ávila, 2000; Davidow & Malone, 1992; Preiss, Goldman, & Nagel, 1996), a VE consists of a network of independent enterprises (resources providers) with reconfiguration capability in useful time, permanently aligned with the market requirements, created to take profit from a specific market opportunity, and where each participant contributes with its best practices and core competencies to the success and competitiveness of the structure as a whole. Even during the operation phase of the VE, the configuration can change, to assure business alignment with the market demands, traduced by the identification of reconfiguration opportunities and continuous readjustment or reconfiguration of the VE network, to meet unexpected situations or to keep permanent competitiveness and maximum performance (Cunha & Putnik, 2002, 2005a, 2005b).

Board involvement in strategy and organisational performance

2005 ◽  
Vol 30 (4) ◽  
pp. 1-10 ◽  
Author(s):  
Julie I. Siciliano
Keyword(s):  
Decision Making ◽  
Strategic Planning ◽  
Boards Of Directors ◽  
Planning Process ◽  
Core Competencies ◽  
Strategic Decision ◽  
Regulatory Body ◽  
Full Potential ◽  
Strategic Planning Process ◽  
Financial Soundness

In firms where oversight by a regulatory body within the industry exists and where new core competencies must be developed to offset aggressive competition, there is evidence that a larger role for board of director involvement in strategic activities occurs. Within this context, survey data from board members and CEOs reveal that in organisations where financial soundness scores are less favourable, the odds of the board being more involved in a formal strategic planning process increase. Regarding a strategy role that consists of the board collaborating with management in making new strategic decisions, it is less likely that the board will take on this role when the organisation's financial soundness scores are not at the optimal level. For many years, boards of directors have been encouraged in theory and in practice to take on an active strategy role. However, in much of the literature the nature and extent of board involvement in strategy is undifferentiated. Most empirical studies dealing with corporate governance issues focus on board composition and structure variables and do not examine the level of involvement from a decision making perspective. Capturing this particular perspective is not only of interest to researchers but also is of practical importance, as general management seeks to realise the board's full potential in the strategic arena. This paper reports on the involvement of boards in a five-step strategic planning process and also examines board participation relative to that of senior management in strategic decision-making and evaluation. The first section examines the limited empirical findings of board involvement in strategic activities and outlines three viewpoints on possible participation levels. The paper then describes an empirical study that shows board involvement varies in relation to the organisation's financial performance.

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