Role and functions of virtual organizations in context of COVID-19 pandemic

As a result of the onset of the pandemic in 2020, the global economy and the Russian economy experienced significant shocks. The trend of growth of the production market through information technologies has increased. In the process of developing information technologies and increasing the cost of economic resources, it became possible to operate new forms of enterprises and organizations-virtual organizations and virtual enterprises. The purpose of creating virtual forms of economic entities is the high rate of change in the external environment and the inability to adapt to these processes in the classical form of the enterprise. To enter new markets with high-quality products there are needed the modern forms of organization of inter-company interaction that allow reducing costs and increasing the speed of production and product quality, which becomes possible with network interaction between high-level professionals. The study describes the approaches of well-known scientists in the classification of the virtuality of the enterprise, in terms of the network form of interaction. There are described the characteristics of a virtual organization, which is a complex vertically integrated structure of many participants-companies operating with the support of a virtual network platform. Participants of a virtual organization have a wide range of key competencies, which allows them to participate in the creation of virtual enterprises by customer enterprises, to perform tasks for a single project. The article describes the features of a virtual enterprise organized to perform specific tasks for the project being implemented. There are described the organizational structure of the virtual organization management and the function of the manager, depending on the stage of the organization's life cycle. The structure of the virtual organization (virtual network platform, virtual enterprise, network broker) is illustrated, the functions of the manager are listed. The conclusion is made about the attractiveness of the virtual organization model for small and medium-sized businesses. The significant growth of the online market and strengthening of the positions of virtual organizations in the near future are predicted, due to changes in the economy in the context of the COVID-19 pandemic

Reshaping the Role of Destination Management Organizations: Heritage Promotion through Virtual Enterprises—Case Study: Bresciatourism

Cooperation in tourism is considered crucial for sustainable destination promotion, addressing several opportunities to decrease the level of competition among actors to achieve advantages for all. Global markets force rapid, virtual teaming up and high reconfigurability through heavy reliance on information and communications technology in the pursuit of specific market opportunities for a destination’s heritage promotion. In light of a reshaped destination management organization role, this work focuses on temporary cooperation and adapts the dynamic virtual enterprise model to tourism. A case history in Brescia was examined to support the theoretical construct. The resulting conceptual schema highlights the main features of a virtual enterprise in tourism (VEt), the life cycle stages—qualified by dynamic adaptation—and the leadership role of the destination management organizations. In generating a VEt model, four conditions for effectiveness emerge.

Value analysis as a mechanism to reduce the complexity of the selection of the resources system for Agile/Virtual Enterprises in the context of Industry 4.0

The selection of the resources system (SRS) is an important element in the integration/project of Agile/Virtual Enterprises (A/V E) because its performance is dependent of this selection, and even of its creation. However, it remains a difficult matter to solve because is still a very complex and uncertain problem. We propose that using Value Analysis (VA) in the pre-selection of resources phase represents a significant improvement of the SRS process. The current literature fails to formally address the pre-selection phase and none of the resource selection models incorporate the resources value and its consequence in the complexity of the selection process. Whereby, ours developed model with VA constitutes an innovative approach towards greater sustainability in the configuration of A/V E in the context of Industry 4.0, where a massive interconnection among enterprises is expected and consequently the increase of the selection process complexity. After the construction of a demonstrator tool for a set of the problem formulations, this paper verifies by computational results the thesis regarding the benefits of applying VA to the SRS process: VA reduces the complexity of the SRS process, even ensuring that the final system of resources achieve higher quality/value grade.

TRAINING OF CAD TARGET PERSONNEL IN THE ENVIRONMENT OF A TRAINING VIRTUAL ENTERPRISE

The article is devoted to the tasks of training process engineers working in integrated CAD systems. To develop the skills of technologists to work in a single information space, educational and research virtual enterprises (ERVP) are being developed. The composition and structure of the complex means of providing the educational and research virtual enterprise is proposed. The method of application of the ontological analysis of optimal trajectories for training specialists is described.

VIRTUAL ENTERPRISES AS FUTURE CORPORATION FORMS IN THE INDUSTRIAL ENVIRONMENT OR JUST OLD WINE IN NEW SKINS

This article is examining and determining the phenomenon of virtual cooperation in the industrial environment. Its goal is to research and find insights into whether virtual corporations are a viable alternative to classical and more traditional cooperation forms such as alliances, joint ventures and others. Virtual Enterprises (VEs) are and could be therefore a new organizational business concept to cope with actual and future challenges for companies in the globalization phases. This approach is based on merging all core competencies of a company in a network like organization. This seems to be a necessary response to deal with fast growing economies, fast changing conditions of certain markets and to become an agile reacting company in this environment.

B2B, B2C and Virtual Enterprise Management Systems

This research paper provides a detailed evaluation of the business concepts in Electronic Commerce (E-Commerce). The concept of E-Commerce defines the exchange of goods and services with monetary value between consumers and companies. E-Commerce is a web-based catalogue whereby buyers can possibly place order and sellers possibly accept payments. E-Commerce incorporates two forms of business: Business-to-Business (B2B) and Business-to-Consumer (B2C), which provides a definition of the commerce transactions between enterprises, such as between the wholesalers and the manufacturers or the retailers. B2C E-Commerce provides enterprises with the model which allows businesses to deliver purchasers to the relevant merchants and achieve from the commission rewards given by the merchants. This paper evaluates two forms of business with relation to management of Virtual Enterprises (VE) in the field of E-Commerce. The paper will end with an analysis of VE before projecting future directions for health of B2B and B2C in business.

E-Commerce Systems and Configuration Management for Virtual Enterprises

This research paper provides a detailed evaluation of the business concepts in Electronic Commerce (E-Commerce). The concept of E-Commerce defines the exchange of goods and services with monetary value between consumers and companies. E-Commerce is a web-based catalogue whereby buyers can possibly place order and sellers possibly accept payments. E-Commerce incorporates two forms of business: Business-to-Business (B2B) and Business-to-Consumer (B2C), which provide a definition of the commerce transactions between enterprises, such as between the wholesalers and the manufacturers or the retailers. B2C E-Commerce provides enterprises with the model, which allows businesses to deliver purchasers to the relevant merchants and achieve from the commission rewards given by the merchants. This paper will evaluate the two forms of business with relation of management of Virtual Enterprises (VE) in the field of E-Commerce. The paper will end with an analysis of VE before projecting future directions for health of B2B and B2C in business.

Differences between Digital and Physical Cash Availability across Digital Supply Chains: A Case Study about Brazilian Banking Systems

Purpose: This research work differentiates digital and physical cash availability based in the hypothesis that digital money is created using further virtual enterprises efficiency while physical cash, even utilizing digital supply chains, depends fundamentally of material management efficiency. This research was also considering that banks were one segment which very developed virtual integrations due to their peculiarities (high value transportation, storage, and etc.). Design Methodology: They are three different case studies. The first one about BB (Banco do Brasil), Itau, and Bradesco (the three biggest commercial banks) operations in Brazil for availability of Physical money, using official data kept by Central Bank of Brazil, IBGE, and those three above cited Banks. The digital money availability was another case study investigating the whole payment system of Brazil using POS, card, credit, debit information provided by BCB. The third case study was designed for investigating practices of digital supply chains through further usages in BB, Bradesco, and Itau. However, during the research, the original plan got no enough results, turning the last case investigation more about the same whole payment system, informing the clouding computing, the interoperability, and the reduction of physical demands like introductory results. Finding: This dissertation were able of mapping graphically how the physical money is spread across banking operations into the Brazilian territory, better saying, it shows Brazilian Bank - the total sum of Branches of BB , Bradesco and Itaú - concentrations in each municipality, and the availability of M0-Branches Reserves of those same banks across those same municipalities. The Digital money applications pointed the debit, credit, online transferring, STR, TED, DOC, intrabank operations as very used examples of digital money. Visa and Master card are the two main banner card used in Brazil, but this country has challenges of internet and mobile usages for accomplishing its ambitious project of further integration and instantaneous electronic Payments (PIX). Practical Implications: The Digital money today’s availability is not instantaneous (up to 2 workdays), it is expensive (up to R$20.00 each transaction) and not able 24 hours per day, all week (only workdays). The physical money is also compounded by hidden costs of storage, packaging, transportation and purchase, making Central Bank of Brazil spend more than R$700.00 million each year. The second tier, from BCB to Commercial Banks, has also potential of being expensive, once transportation, physical installations, third party services, surveillance, and transport represent the majority of those operational costs and should be also applied to commercial banks physical distribution