Coordination mechanisms for digital and sustainable textile supply chain

PurposeSupply chain network is complicated to manage due to the involvement of a number of agents. Formation of virtual organization using Industry 4.0 (I4.0) is an approach to improve the efficiency and effectiveness and to overcome the complexities of the channel. However, the task of managing the channel further becomes complicated after incorporating sustainability into the supply chain. To fill this gap, this paper focuses on designing of mechanism and demonstration of I4.0-based virtual organization to coordinate sustainable supply chain.Design/methodology/approachIn this paper, we model and compare I4.0-based virtual organization models using four other traditional contracts with centralized supply chain. The non-cooperative game theoretic approach has been used for the analysis of models.FindingsOur game-theoretic analysis shows that investment in I4.0 and sustainable innovation are beneficial for the overall supply chain. Our results show that linear two-part tariff contract and I4.0-based virtual organization model can perfectly coordinated with the supply chain.Research limitations/implicationsThis study consider deterministic model settings with full information game. Therefore researchers are encouraged to study I4.0-based coordination models under information asymmetry and uncertain situations.Practical implicationsThe paper includes implications for the development of I4.0-based coordination model to tackle the problems of channel coordination.Originality/valueThis study proposes I4.0-based game-theoretic model for the sustainable supply chain coordination.

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

Talent management processes and outcomes in a virtual organization

PurposeThis paper investigates how global talent management processes are adopted and implemented in a virtual organization to successfully address the challenges of global work arrangements and the sustainable human and social outcomes that can be achieved.Design/methodology/approachAdopting a single, exploratory and critical case study methodology, this paper analyzes a global distributed company, Automattic Inc., to provide in-depth and rich insights on successful business process management in the human resources (HR) domain.FindingsThe findings offer some exemplary and valuable lessons in sustainable human resource management for firms in all sectors on how to embrace global talent management in a more creative and sustainable way – and the benefits in terms of efficiency and effectiveness that can be derived – by identifying talent through auditions, recruiting by inspiring others to apply, developing talent by sharing the value of learning and retaining talent by having fun.Originality/valueThe study contributes a more rounded understanding of successful business process management in the HR domain. Due to the COVID-19 pandemic, this is particularly relevant and timely for all organizations (traditional or virtual) venturing into successful global work arrangements.

ORGANIZATIONAL STRUCTURES BASED ON INFORMATION TECHNOLOGY

New organizational structures which are based on informatics, are new organizational models that use technology to dynamically connect people, resources and ideas. That is, the core of the enterprise network, which creates the opportunities and risks of products and services, and such a commitment to a virtual organization has no boundaries. For the success of the concept it is necessary: mutual trust, high technology, as well as the pursuit of excellent performance and perfect satisfaction of customers' needs. Today, companies can not afford to work for themselves, and in this way they get the opportunity to orient themselves to their basic strategy, ie. its realization and its combination with the basic strategies of other companies. A system that should support state structures in the Republic of North Macedonia, especially in the legal regulation of the conclusion of agreements and monitoring the implementation of the agreement in a virtual organization, which is its most important part. With the efficiency and speed of the Macedonian judiciary, one should be cautious in implementing the organization.

Virtual organizations

Trends in the development of modern markets, such as the globalization, the growing importance of product quality, price and customer satisfaction, the increasing importance of sustainable relationships with consumers, the growing importance of the degree of application of new information and communication technologies and the COVID-19 pandemic have significantly influenced the development of new organizational forms of enterprise management. In this regard, the question of the impact of telecommuting on relationships and interpersonal networks within organizations has become relevant. The aim of the article is to analyze the factors influencing to the creation and development of virtual organizations, as well as to identify types of virtual organizations. The research also covers a review of the main foreign and domestic virtual organizations. The article considers the theoretical foundations, factors and they influencing on the formation of virtual organizations. The article analyzes the existing approaches to the definition of a virtual organization, highlights the main types of virtual structures, the main characteristics and advantages of a virtual organization, and also highlights the features characteristic of all types of virtual organizations. The features and main problems of managing virtual organizations are identified. Virtual organization is the newest and potentially promising form of network structures, appeared and became widespread in the last decade. A virtual organization can flexibly change its configuration, where the strategic advantage of such a system provides sustainability and survival in a market economy, the ability of participants to provide flexibility and integration of resources, and the ability to quickly create virtual teams and virtual environments. However, the virtual organization has the same capabilities and potential as a traditional organization, but the virtual organization has not such institutional and structural boundaries.

The Outsourcing of Online Dating: Investigating the Lived Experiences of Online Dating Assistants Working in the Contemporary Gig Economy

A small cottage industry emerging within the larger gig economy is online dating assistant (ODA) companies that allow paying clients to outsource the labor associated with online dating, including profile development, date selection and matching, and even interaction (i.e., ODAs assume their clients’ identities to exchange messages with other [unsuspecting] daters to secure face-to-face dates). The newness of this industry presents an opportunity to investigate the lived experience of remote employees working in an up-and-coming virtual organization. Through interviews with six ODAs, we explored motivations, day-to-day workflow, and development of work identities. Analysis uncovered unique challenges ODAs faced when performing the “human-based” tasks of online dating, which differed starkly from other popular services being bought and sold in the gig economy (e.g., rideshare, food delivery). Findings also show how ODAs engage in pragmatic and critical sensemaking as they navigate the specific challenges associated with ODA labor, and those created by remote work and gig labor, more generally.

ASSESSMENTS OF EU COUNTRIES FOR INDIVIDUALS TRADING POSSIBILITIES

Data and correspondences innovation (ICT) is an extensional term for data innovation (IT) that burdens the job of brought together interchanges and the reconciliation of media communications (phone lines and remote signs) and PCs, just as essential endeavor programming, middleware, stockpiling, and varying media frameworks, that empower clients to get to, store, transmit, and control data. At the most basic level, ICT encompasses all technologies that allow individuals and businesses to interact in the digital world. It is like Information Technology (IT), yet centers fundamentally around correspondence innovations. This incorporates the Internet, remote systems, mobile phones, and other correspondence mediums. There are many problems faced during International trade which can be solved by using virtual organizations for international trades. Because of globalization, numerous organizations are presently working in more than one nation which brings forth multicultural association where representatives from more than one nation are cooperating. This paper aim of the study to find the best country for international trade using virtual organization which was accompalished using Topsis method. The following European countries (Germany, Finland, Check Republic, Austria, Estonia, Denmark, France and Belgium) were analysed during years 2014 to 2018. The limitation faced was that the data for all European countries was not available.