A Framework for Performance Measurement in Service Oriented Virtual Organizations - A Value Network Approach to Collaborative Performance Measurement

2012 ◽  
Keyword(s):  
Performance Measurement ◽  
Virtual Organizations ◽  
Network Approach ◽  
Value Network ◽  
A Value ◽  
Collaborative Performance ◽  
Service Oriented

VO Breeding Environments Value System and Metrics

2011 ◽  
pp. 1858-1863
Author(s):  
David Romero ◽  
Nathalíe Galeano ◽  
Arturo Molina
Keyword(s):  
Capital Structure ◽  
Performance Measurement ◽  
Measurement System ◽  
Life Cycle Stage ◽  
Performance Measurement System ◽  
Value System ◽  
Research Issues ◽  
Value Network ◽  
A Value ◽  
Definition Of

The concept of virtual organization breeding environment (VBE) has emerged as the necessary context for effective creation of dynamic virtual organizations (Afsarmanesh & Camarinha-Matos, 2005). One important element to be considered during the VBE operation life-cycle stage is value generation. A virtual breeding environment is a “value network” that should create different types of values such as goods, services, revenue, knowledge, and/or intangible benefits (Allee, 2000). Aimed to achieve the identification of values generated in a breeding environment, the present article reports research issues related to the definition of the VBE value system and metrics. The VBE value system presented in this article will include the identification of the value generation objects (or capitals) in a virtual breeding environment and its performance measurement system, involving not only financial value generation objects but also the intellectual value generation objects (such as human capital, structure capital, innovation and learning capital, relational capital, and identity capital). Along with the VBE performance measurement system, the identification of potential incentives and sanctions are also described. Additionally, the identification of VBE ethical values are also studied through the definition of its culture and ethical code.

scholarly journals System Modelling and Analysis to Support Economic Assessment of Product-Service Systems

Systems ◽  
2021 ◽  
Vol 9 (1) ◽  
pp. 6
Author(s):  
Khaled Medini ◽  
Sophie Peillon ◽  
Martha Orellano ◽  
Stefan Wiesner ◽  
Ang Liu
Keyword(s):  
Business Models ◽  
Economic Assessment ◽  
Service Industries ◽  
Service Systems ◽  
System Modelling ◽  
Value Network ◽  
A Value ◽  
Product Service ◽  
Industrial Cleaning ◽  
Product Service Systems

The evolution towards more customer-centric operations within manufacturing and service industries gave rise to novel ways of value creation and delivery such as Product–Service Systems (PSS). PSS integrate tangible and intangible elements to create new values for both customers and providers. Therefore, a close collaboration is required among various actors in a value network to co-create values towards win–win gains. For companies to keep up with this pace, new decision support tools are needed to accompany PSS engineering and to adjust business models. This need is confronted with the scarcity of PSS-oriented economic assessment models and methods. This paper presents a comprehensive framework for the economic assessment of PSS. The framework relies on a novel combination of system modelling and analysis approaches to enable cost and revenue attribution to different actors in a value network. The applicability and relevance of the framework are demonstrated through a case study in the industrial cleaning sector.

A Value Network Model for Strategic Analysis

2008 ◽  
Author(s):  
Alain Biem ◽  
Nathan Caswell
Keyword(s):  
Network Model ◽  
Strategic Analysis ◽  
Value Network ◽  
A Value

scholarly journals NETWORKING AS A COMPONENT OF FORMING SOCIAL CAPITAL: THE ECONOMIC ASPECT

2020 ◽  
Author(s):  
Zoia Halushka ◽  
Nafus Inna
Keyword(s):  
Social Capital ◽  
Social Networks ◽  
Economic Benefits ◽  
Economic Importance ◽  
Economic Aspect ◽  
Negative Consequences ◽  
Network Approach ◽  
Service Oriented

The article analyzes the nature and economic importance of social networks as one of the components of social capital. It is shown that the economic component of social capital is associated with the ability to obtain certain economic benefits from its use. Mechanisms for the accumulation of social capital contain the involvement in these processes of all its components - trust, norms, values, social networks. The network approach of J. Coleman to substantiation of economic essence of social capital is analyzed. The necessity, possibility and directions of influence of social networks on formation and increase of efficiency of social capital have been proved. The types of social networks and the possibilities of their influence on creation of connecting, horizontally-integrating and vertically integrating social capital are revealed. The rating of social networks and examples of their use to increase the efficiency of functioning of social capital are given. It is proved that networks are formed not chaotically, but purposefully, given the subjective vision of the feasibility of such interaction, and their use can have both positive and negative consequences. The possibility of using social networks to form a service-oriented state is indicated.

Implementation Options for Virtual Organizations

2011 ◽  
pp. 400-416
Author(s):  
Bob Roberts ◽  
Adomas Svirskas ◽  
Jonathan Ward
Keyword(s):  
Virtual Organization ◽  
The European Union ◽  
Client Server ◽  
Value Network ◽  
Business Partners ◽  
A Value ◽  
Business Opportunities ◽  
Business Requirements ◽  
Business To Business ◽  
P2p Technology

This chapter explores the challenges of constructing a distributed e-business architecture based on the concept of request-based virtual organization (RBVO). The RBVO is a value network, dynamically formed upon demand to meet identified business opportunities. The work within the framework of the European Union-sponsored LAURA project is presented, as its aim is to facilitate interregional zones of adaptive electronic commerce using, where applicable, the potential of the ebXML architecture. The LAURA realization framework outlined here addressed the structural concepts of an RBVO, based on the typical business requirements of small and medium-sized enterprises (SMEs). The architecture proposed in our work incorporates an innovative approach to discovery and matchmaking of business partners and services that includes usage of peer-to-peer (P2P) technology. The increasing maturity of P2P-based solutions allow, where applicable, for their implementation in the business-to-business (B2B) area. The P2P concept is discussed in comparison to a more traditional client–server approach in this chapter.

Value Configurations

2010 ◽  
pp. 75-97
Author(s):  
Hans Solli-Sæther ◽  
Petter Gottschalk
Keyword(s):  
Value Chain ◽  
Theory And Practice ◽  
Professional Service ◽  
Insurance Companies ◽  
Service Firms ◽  
Professional Service Firms ◽  
Value Network ◽  
A Value ◽  
Long Time ◽  
Contingent Approach

Understanding how firms differ is a central challenge for both theory and practice of management. For a long time, Porter’s (1985) value chain was the only value configuration known to managers. Stabell and Fjeldstad (1998) identified two alternative value configurations. First, a value shop schedules activities and applies resources in a fashion that is dimensioned and appropriate to the needs of client problems, while a value chain performs a fixed set of activities that enables it to produce a standard product in large numbers. Examples of value shops are professional service firms, as found in medicine, law, architecture and engineering. Next, a value network links clients or customers who are or wish to be interdependent. Examples of value networks are logistic companies, telephone companies, retail banks and insurance companies. In this chapter, we apply the contingent approach to systems outsourcing by making the outsourcing decision dependent on the value configuration of the enterprise. We present the three different value configurations – the value chain, the value shop, and the value network. Next, the three different value configurations are compared according to key characteristics, e.g. use of information systems. Then, we take a look at interfirm relations to be able to identify areas for outsourcing, and value configuration as a determinant and predictor for the extent of outsourcing. Finally, we discuss levels of strategy and we introduce the Y-model for IS/IT strategy work.

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